Company Context
NotionFlow is a Series B B2B SaaS company that sells workflow and collaboration software to mid-market teams. It has 25,000 paying companies, strong revenue growth, and a reputation for shipping quickly, but customer feedback suggests recent releases feel fragmented and overly driven by internal stakeholder requests.
Problem
Over the last 2 quarters, NotionFlow launched 11 features, yet only 3 reached meaningful adoption. NPS dropped from 41 to 34, and support tickets mentioning "confusing workflow" increased by 22%. Internal interviews show product, design, and engineering teams are increasingly optimizing for executive asks, sales escalations, and competitor parity rather than validated user problems.
The CPO asks you: How would you make sure your team stays focused on the user while still meeting business goals and shipping at pace? Your answer should address both day-to-day team practices and product decision-making.
Deliverables
- Define how you would diagnose whether the team is truly losing user focus versus facing another execution problem.
- Identify which users or segments you would prioritize and how you would bring their needs into planning, prioritization, and delivery.
- Propose a practical operating model for keeping the team user-centered across discovery, roadmap decisions, and post-launch learning.
- Explain the trade-offs you would make when user feedback conflicts with revenue pressure, executive requests, or engineering constraints.
- Define how you would measure whether the team is becoming more user-focused and whether product outcomes are improving.
Constraints
- You cannot add a dedicated user research team in the next 6 months.
- The team must still deliver 2 committed enterprise roadmap items this quarter.
- Engineering capacity is limited: only 30% of the roadmap can be re-scoped.
- Customer feedback is fragmented across sales calls, support tickets, analytics, and ad hoc interviews.
