Alex Niemi

Product development is an iterative process, and I view it as hypothesis testing. Others before me popularized this paradigm—Eric Ries (MVP) and Steven Gary Blank (Customer Development)—and I'd be remiss if I didn't provide attribution. Nonetheless, I have a specific set of hypotheses in

Preface In this article, I’m going to share a methodology for evaluating the market size for a fictitious B2B SaaS product named “Geospatial Crop Intelligence” (GCI for short). This same approach can be used to evaluate the opportunity for launching a new product at an established company or for

Angels and VCs have very specific information that they want to see in a pitch deck. The more accessible that you make this info and the less you obfuscate it with unnecessary filler material, the farther you will get. Keep it simple and don’t “bury the lead.” Eight out

Finding a good domain name for a startup or new product can be a huge pain. Every good .com that you can think of is already taken -oftentimes by opportunistic squatters looking to make a quick thousand bucks; all of the keywords and combinations/permutations of them that aptly describe

When should you use Scrum and when should you use Kanban? There’s no answer that’s right 100% of the time for this question but there are some general rules of thumb that you can use to decide between Scrum and Kanban. The main factors to consider are: * Is

Some patterns pop up again and again. On many, actually most, of the products that I’ve managed, I’ve had to spend huge amounts of time doing manual testing, finding what’s broken, filing issues, tracking issues, chasing down engineers, apologizing to stakeholders and clients, and then following-up

Given how sophisticated and configurable JIRA is, you’d think that handling dependent design and development tasks would be a piece of cake. It’s not. Usually, the Product -> Design -> Frontend Dev work that goes into creating a new feature/functionality has to happen in order; i.e.