Founders & CEOS - If You Can’t Explain Your Product Strategy, You're In Trouble

Can You Articulate Your Product Strategy?

As a Founder or CEO, can you clearly articulate your product strategy and how it supports your business strategy? If your answer is no—or even a hesitant maybe—you’ve got some work to do.

Here’s why this matters: If you can’t clearly and succinctly communicate your product strategy, you leave far too much open to interpretation. The result? Swirl, whiplash, confusion, and rework—each a costly drag on time, money, and morale. Think of it like a giant game of telephone: by the time the message reaches the people actually delivering your product, it’s distorted and no longer aligned with your vision. Now you’re stuck untangling the chaos, trying to trace back where things went off track.

“But isn’t this the product leader’s job?” you might ask. Absolutely, yes. But it’s also your job. Ensuring your business strategy is upheld means making sure the product strategy is crystal clear. You, along with your product leader, need to be in lockstep, sharing the same message and repeating it consistently across your organization.

Take a moment to reflect honestly. Can you succinctly describe your product strategy right now? If not, don’t worry—you’re not alone. This year, I’ve worked with over 15 business leaders, and only two could clearly articulate their product strategy and its alignment with their business goals. (For now, I’m assuming you already have a solid grasp of your business strategy—that’s a conversation for another day.)

If you’re not there yet, I can help you get clarity. Here’s a framework to ensure you’re equipped to guide your teams toward outcomes that matter.

The Core Elements to Communicate a Clear Product Strategy

1. What Market Are You Playing In?

Be specific. Saying “healthcare” or “climate tech” isn’t enough. You need laser focus, like:

“We serve large commercial and industrial clients implementing battery storage solutions to reduce their per-unit cost of energy.”

This level of specificity ensures everyone in your organization understands the market you’re targeting. And who you aren't.

2. Who Are Your Customers?

Don’t stop at broad categories like “commercial clients.” Drill down to your ideal customer profile (ICP). For example:

“We sell to Facilities Managers who oversee energy infrastructure, while the CFO—concerned with ROI and cost savings—is the final decision-maker.”

This clarity helps your team target the right people and tailor solutions to their needs.

3. What Are You Offering?

High-level statements like “we sell software and services to manage energy costs” won’t cut it. Get detailed:

“We provide utility-scale battery solutions, guiding customers through their options, managing transactions and deployment, and enabling systems with advanced BESS technology. Our platform predicts energy costs and optimizes storage, helping customers store low-cost energy and use it during price spikes, all while staying within budgeted thresholds.”

This level of depth equips your team to confidently execute your vision.

4. What Are Your Headwinds and Tailwinds?

Market forces can make or break your strategy. Your team needs to understand both the opportunities (tailwinds) and the challenges (headwinds) shaping your roadmap. For example:

“In 2025, we’ll face regulatory uncertainty, supply chain constraints, and rising competition. However, we can capitalize on increasing demand for renewable energy, existing government incentives, and rising energy costs to position ourselves as essential for cost control and grid resilience.”

By identifying these forces, you empower your teams to navigate effectively.

5. What Makes Your Product Unique?

If you're not competing, you may not have a viable market. Specificity matters here, too:

“We’re different because we don’t just sell battery storage. We deliver an integrated solution combining predictive intelligence, seamless deployment, and ongoing optimization. We back this up with financial guarantees, proving our confidence in reducing energy costs.”

Your differentiation isn’t just about features—it’s about the value and confidence you deliver to your customers.

6. What Are Your Immediate Priorities?

A clear strategy includes both long-term vision and near-term execution. Be precise about what your team needs to accomplish now. For instance:

“By Q3, we need to release the V1 of predictive pricing for our top three clients. This version will help identify cost savings opportunities and undergo user acceptance testing with those core clients, allowing us to iterate for a broader release in Q4. These case studies will fuel sales and marketing, driving five new client wins in H1 next year.”

Near-term clarity keeps everyone focused on measurable progress.

My Hope & Call to Action

Take a moment to revisit the earlier question: Can you clearly and succinctly communicate your product strategy? If not, sit down with your product leader and map it out. If you lack a product leader, this is your sign to bring in expert help.

The cost of ambiguity isn’t just inefficiency—it’s potentially catastrophic for your business. The investment in clarity will pay for itself many times over, enabling your team to deliver on your vision with confidence and precision.