AI product · corporate
A finished product with no one to sell it to
The engineering was done. There was no user, no objective, no strategy and no positioning. I built all four in three months.
- Period
2026
- Scope
AI product
Positioning
GTM
Enablement
Results
to a first product operating baseline, on an engineering-led build
stakeholders interviewed across engineering, design, marketing, sales and the board
What I did
Ran a diagnosis across engineering, design, marketing, sales and the board: around twelve conversations.
Defined the user, the value it was actually for, the positioning and the go-to-market.
Ran enablement with each area so the strategy survived contact with the people executing it.
The problem
The product worked. That was the whole trap: a finished AI product is easy to mistake for a ready one. There was no defined user, no objective it was accountable to, no positioning and no route to market. Engineering had built something real, and nobody could say who it was for.
What I found
Around twelve conversations across engineering, design, marketing, sales and the board. The useful finding was not that the areas disagreed — it was that each one had quietly filled the gap with its own assumption, and those assumptions had never been put in the same room.
The work
I defined four things in three months: the user, the value the product was actually for, the positioning, and the go-to-market.
Then I ran enablement with each area individually. A strategy that only exists in a document is a strategy that dies at the first handoff; the point was that sales, marketing and engineering could each say the same sentence about what this product was, without reading it off a slide.