Keep Teams Focused on Users

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

1. Define how you would diagnose whether the team is truly losing user focus versus facing another execution problem.
2. Identify which users or segments you would prioritize and how you would bring their needs into planning, prioritization, and delivery.
3. Propose a practical operating model for keeping the team user-centered across discovery, roadmap decisions, and post-launch learning.
4. Explain the trade-offs you would make when user feedback conflicts with revenue pressure, executive requests, or engineering constraints.
5. 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.