Most GTM systems track initial outreach and final outcomes but fail to quantify the critical journey in between. This "ginormous gray area" of engagement makes it impossible to understand which activities truly influence pipeline, leading to flawed, outcome-based decision-making instead of journey-based optimization.

Unlike traditional software where UX can be pre-assessed, AI products are inherently unpredictable. The CEO of Braintrust argues that this makes observability critical. Companies must monitor real-world user interactions to capture failures and successes, creating a data flywheel for rapid improvement.

Unlike private sector products that target specific demographics, government digital services must cater to an extremely diverse user base, including people with low income, no permanent address, and vast age differences. This necessitates a rigorous, non-assumptive approach to user research and accessibility from the outset.

Before implementing a chatbot or complex tech to drive user action, first analyze the user flow. A simple change, like reordering a dashboard to present a single, clear next step instead of five options, can dramatically increase conversion with minimal engineering effort.

A major unsolved problem for MCP server providers is the lack of a feedback mechanism. When an AI agent uses a tool, the provider often doesn't know if the outcome was successful for the end-user. This "black box" makes iterating and improving the tools nearly impossible.

Unlike private enterprises, government-run entities are inherently inefficient. They lack the two fundamental drivers of improvement: market-based price signals and direct competition, which remove any incentive to innovate or improve.

Data isn't just for tracking metrics; it's a direct reflection of how users interpret your product's design and guidance. It highlights the gap between the intended use and the actual use, providing crucial feedback for product development beyond simple usage statistics.

Profound market insights come from rigorously analyzing why potential customers fail to convert, not just studying happy ones. Tripling down to understand why a prospect "dropped out" of the sales journey provides a more complete picture of product gaps and value proposition weaknesses than focusing only on successful closes.

In government, digital services are often viewed as IT projects delivered by contractors. A CPO's primary challenge is instilling a culture of product thinking: focusing on customer value, business outcomes, user research, and KPIs, often starting from a point of zero.