Allocate resources strategically to ensure both short-term stability and long-term innovation. Dedicate 70% of effort to the core business (1-2 year impact), 20% to riskier medium-term bets (3-5 years), and 10% to high-risk moonshots.

Avoid a fixed allocation of resources between core products and new initiatives. Instead, treat the investment mix as "seasonal." Periodically and purposefully reassess the balance based on the most pressing business needs—whether it's stabilizing the core for large customers or pushing aggressively into new markets for growth.

Instead of incremental planning, run "megatrend workshops" to identify major societal or technological shifts 15-20 years out. By working backward from that inevitable future, you can define what your company needs to do in 5 years, and therefore what you must invest in today.

At $40M ARR, optimize for differentiation. At $100M, shift focus to scalability and crossing the chasm to the mass market. When approaching $200M, the CPO must become a business leader, driving new product lines and revenue streams.

Avoid overly detailed, multi-year roadmaps. Instead, define broad strategic 'horizons.' The shift from one horizon to the next isn't time-based but is triggered by achieving specific metrics like ARR or customer count. This allows for an agile response to market opportunities while maintaining strategic focus.

Beehiiv's product roadmap is guided by a simple three-part framework. First, build features to prevent existing customer churn. Second, build features that unblock new growth. Third, build features that create maximal hype and excitement in the market.

To build a successful product, prioritize roadmap capacity using the "50/40/10" rule: 50% for "low delight" (essential functionality), 40% for "deep delight" (blending function and emotion), and only 10% for "surface delight" (aesthetic touches). This structure ensures a solid base while strategically investing in differentiation.

A product leader should actively manage development by allocating effort into three buckets: future big bets, core foundation (stability/tech debt), and growth/optimization. The resource allocation isn't fixed; it must dynamically shift based on the product's maturity and immediate business goals.

A single roadmap shouldn't just be customer-facing features. It should be treated as a balanced portfolio of engineering health, new customer value, and maintenance. The ideal mix of these investments changes depending on the product's life cycle, from 99% features at launch to a more balanced approach for mature products.