Foundational research / Product strategy
A shared understanding of customer jobs.
Building a Jobs to Be Done foundation that helped product teams bring customer needs into everyday decisions.
More customer questions than the research team could address one by one
Designed, analyzed, and socialized the research program
Research integrated into existing product workflows
The opportunity
A small research team supported roughly ten Product Managers. They needed reliable customer understanding to inform decisions even when a new study wasn't possible. The Jobs To Be Done framework provided an opportunity to make research more durable and more useful across teams.
What I built
I led a Jobs to Be Done research program using a carefully designed branching screener, unmoderated interviews, and surveys to uncover customers' underlying goals and motivations. I synthesized the findings into 17 evergreen job statements spanning the customer journey, giving product teams a shared understanding of customer needs they could apply across features and initiatives.
Making insight part of the work
I developed the job statements rollout: presentations, succinct documentation, and practical examples of how to apply it. It became part of Product Manager onboarding and appeared in product requirements documents and Jira user stories. Connecting research to familiar workflows made customer needs easier to bring into everyday product discussions.
Why it mattered
The work extended the reach of a small research function and helped create a common language for customer goals. It demonstrated how foundational research can support many decisions rather than answering only one question.
Selected details have been generalized to protect confidential research.