Product teams focus on technical metrics like scalability, but customer-facing teams see success differently: it's when a client says they "couldn't run their business" without the product. The goal is to merge these two definitions by translating technical achievements into tangible customer outcomes.
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Platform value isn't developer efficiency. It's enabling developers to build features that solve end-customer problems and drive business outcomes like retention. The platform PM must connect their work across this two-step chain to secure investment.
A platform's immediate user is the developer. However, to demonstrate true value, you must also understand and solve for the developer's end customer. This "two-hop" thinking is essential for connecting platform work to tangible business outcomes, not just internal technical improvements.
Engineering often defaults to a 'project mindset,' focusing on churning out features and measuring velocity. True alignment with product requires a 'product mindset,' which prioritizes understanding the customer and tracking the value being delivered, not just the output.
Instead of vanity usage metrics, Wiz focuses on a core customer outcome: helping customers resolve all critical risks. They gamified this by creating the 'Zero Criticals Club.' This metric proves the product is driving real organizational change, a key indicator of value and stickiness that is hard to replace.
Stakeholders will ask "so what?" if you only talk about developer efficiency. This is a weak argument that can get your funding cut. Instead, connect your platform's work directly to downstream business metrics like customer retention or product uptake that your developer-users are targeting.
Shift your team's language from tracking output (e.g., 'deployed XYZ API') to tracking outcomes. Reframe milestones to focus on the business capability you have 'unlocked' for other teams. This small linguistic change reorients the team toward business impact and clarifies your contribution to metrics like NPS.
Creating products customers love is only half the battle. Product leaders must also demonstrate and clearly communicate the product's business impact. This ability to speak to financial outcomes is crucial for getting project approval and necessary budget.
Shift the team's language and metrics away from output. Instead of celebrating a deployed API, measure and report on what that API enabled for other teams and the business. This directly connects platform work to tangible results and impact.
Outbound Sync's founder filters all product decisions through one question: 'Will this help our customer close another deal?' This value-based 'True North' allows him to prioritize ruthlessly, even fixing upstream partners' data issues if it directly impacts his customers' results.
