LEAPS
NOT nudges.
Hey, I'm Jeremy. I've spent the last 10 years indentifying, building, and selling products.
I have a bias for step-change bets over incremental features. videos over docs. ownership over handoffs. I'm obsessed with cutting back-and-forth between marketing, product, design, engineering.
(...So you can imagine I'm loving this new world where anyone can ship)
Currently Head of Product at OddsJam, which I helped scale from $8M to $20M ARR, and was recently acquired for $160M. In my free time I've founded one of NYC's top "third-space" hospitality groups, hosting over 30,000+ people.
Lessons from building + selling
My notes + diagrams below are an effort to distill my shift in product thinking.
How do we identify what's next?
How can we make everyone a builder?
How can we package undeniable offers?
most hostile rule
is the reason this
product exists.
product with
no reference.
not the app.
silent killer.
See around the corner.
Then design, build, sell.
We can optimize what exists... or we can create real change by talking to customers and packaging an offer that people will (gladly) wait in line for.
Talk to enough customers and industry insiders to develop an intuition for what they want (but can't yet articulate) and will pay for. Analytics and A/B tests are table stakes but they rarely predict the future.
Intuition over instrumentation.
A working prototype plus a voiceover communicates edge cases better than any spec.
Prototype is the new spec.
End-to-end ownership beats specialist handoffs. Context leaks at every transfer. Every member of the team needs to understand the end-to-end journey, so they can handle execution without constant back and forth
Builders, not handoffs.
The packaging deserves as much focus as the product itself. How does this get me to my dream outcome? How much effort will it take? If the launch video and landing page don't excite, who will even try the product?
Offers sell, not features.
Incremental tweaks compound slowly. Step-change bets (a new product, a new category, a new pricing tier) are what move the curve. They don't have to feel like a huge risk either. Before the product is even built, the offer should be compelling enough to join the waitlist.