Writing my books, Think Like an Innovator and Design the Future was, in many ways, an act of distillation; years of consulting work compressed into frameworks and principles that could travel further than I could. But frameworks, by their nature, are general.
Your product isn’t. Your users aren’t.
And the specific tension between what your product currently is and what it ought to become rarely fits neatly inside a chapter.
This is why for over a year now, I’ve opened a small number of slots for Virtual Innovation & Growth Strategy Consults, two-hour sessions designed for consumer product leaders, co-founders, and senior decision-makers who are close enough to a problem to feel it, but perhaps too close to see it clearly.
We work through the friction together: who your user actually is versus who you’ve assumed them to be, what behaviours and mindsets are shaping their relationship with your product, and where the real opportunity, or the real risk, is hiding.
The conversation is unhurried and exploratory rather than prescriptive.
I’m not there to tell you what to do.
I’m there to offer a perspective you may not have considered, and to ask the questions that sometimes get crowded out by the urgency of day-to-day decisions.
These are premium sessions, and I say that with a purpose.
The perspective I bring sits at the intersection of design thinking, behavioural science, innovation, and user psychology, and that particular confluence can occasionally shortcut months of team effort and research spend for you.
Not always, and I won’t promise it will. Though I have been in conversations where a direction that had taken a team months to arrive at emerged, almost instinctively, within minutes, simply because the lens was different.
If you’re looking for a ready-made solution or a definitive action plan to walk away with, this probably isn’t the right fit. What these sessions offer is something quieter but more durable, a re-framing.
Some years ago, one such conversation led a client to reconsider their entire customer segment for their product. No prescription was given. But the shift in perspective was enough. They made the move themselves, and a few years later, they were acquired by a player from exactly that space.
If you’re carrying one of those problems that meetings haven’t solved, I’d be glad to hear about it.
Reserve at: https://www.productinnovator.in/