Hello 👋

I’m Bryce and thanks for dropping by. (you can read my bio if you’re into that)

It’s great to have you here. I wanted to put together this page to help you get to know me and what I’ve got to share here.

Originally from Australia, I’m now living in New York City and doing my thing at Tatari.

I’ve been working in product for over 10 years and this site is one of the places where I share what I’ve learned. You can follow me on Twitter @meetbryce.

You can tell when a product was made by…


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I have the somewhat controversial opinion that most efforts to measure velocity (things like story points and burn-down charts) are at best not worth the effort and counterproductive to company success.

Instead, the focus should be on shipping work that has an impact. …


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It’s not difficult to identify a good process document, but creating one is often much harder. When you’re in the process of writing it yourself, it can be challenging to put yourself in the shoes of the reader, who likely has much less context than you do.

Thoughtfully structuring your document is the first step:

  1. When should this process be run? Clearly outline the triggers for running the process
  2. Who should run this…

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When ring shopping for my now fiancé, I learned a bunch about diamonds. In particular, that it’s common to discard more than 50% of a raw diamond to get the best possible finished stone. I also learned that the final polishing stages (including the more intricate cuts and angles) are crucial to the end result.

I see two critical lessons for product managers. Most big ideas require you to throw away aspects to…


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Supporting two ways of doing things is costly and frustrating. And for those working on the “old way,” it can be demoralizing. In large companies, it’s hard to avoid, and the costs are more palatable — in early-stage and high-growth companies, it’s something you’ll want to fight to minimize.

Once you’ve got a “new way,” any features built for the old way are instant tech debt that moves your “done” further out of…


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It’s easy to spend all our energy laser-focused on delivering new features, but sometimes the best thing we can do for our product is to get rid of things people aren’t using.

These features are cluttering the user experience, bloating the codebase, costing maintenance effort, and potentially slowing down the product’s performance.

It’s common to run into objections from stakeholders (or even yourself) — especially if you don’t have proper usage metrics to…


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Design principles are one of the most used tools in my product management toolbox. Think of a design principle as a pre-established guideline to help shape your product solutions. A handful of well-defined design principles go a long way to helping drive consistency and streamlining tradeoff decisions.

When do you come up with design principles? Consider it as part of the project kickoff but treat it as a “living document” — As you…


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In product, we encounter many types of risks, and managing them is one of our most important tasks. While there are many different risks to consider, they’re going to fall into two essential categories when deciding how to manage them.

When you identify a risk, first ask yourself: “can we figure this out in advance?”

If you can, then your focus is on mitigating that “can know” risk. …


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Another data science concept that I find applies to product management is “overfitting”.


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When designing an experiment, it’s best practice to set your success criteria up front (so you don’t talk yourself into the outcome you want after the test ends).

A good, quantitative experiment will set a significance threshold with a maximum p-value. But, what should you choose as your p-value?

It’s tempting to take scientific best practices (for obvious reasons) and set your p-value threshold at ≤ 0.05, but you can generally be much…

Bryce York

Product Management nerd for nearly a decade • Read/write a bunch about Product, Startups, and Growth • Working in ad tech

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