To demonstrate value, platform teams must explicitly connect contributions to top-line business metrics. Use internal newsletters to show how a new service directly enabled an uplift in a key metric like Net Promoter Score, making the platform's ROI undeniable.
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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.
Instead of pitching the abstract value of 'delight,' connect it to concrete business objectives. By asking a founder, 'Are users proud enough to recommend our product?' the focus shifted from a vague concept to a clear driver of word-of-mouth growth, making it easier to get buy-in.
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.
A major challenge for CDPs is proving value, as revenue is often attributed to the final channel (e.g., email provider). By integrating their own engagement and sending capabilities, CDPs can create a closed-loop system, directly attributing revenue to data-driven campaigns and clearly demonstrating ROI to CFOs.
To get buy-in for developer experience initiatives, don't use generic metrics. First, identify leadership's primary concerns—be it market share, profit margin, or velocity. Then, frame your measurements and impact using that specific language to ensure your work resonates.
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.
The team moves beyond surface-level KPIs like open and click rates. They measure success by its contribution to broader business objectives: generating more value with less cost and investment. This focus on operational efficiency ensures marketing activities are directly tied to tangible financial outcomes and long-term customer value.
