You make promises on your landing page and need to deliver on those within the product. Overall, all of this is about following through on the expectations you set. We try to resist the temptation to overwhelm people early on by showing them everything we all have at once.
For this to work, we have to have a clear hierarchy in our minds about which features are most important to users right away and which ones we can show off to them as they gain experience and expertise. Being product led, we use the product itself to teach people how they can use it.
#INVITE PERSON TO TRELLO GOLD HOW TO#
We’ve spent a lot of time working out the best ways to teach new users how to get the most out of the product. One, that our sign-up process is as streamlined as possible and two, that when someone signs up for Trello-whether they’re coming in cold or because someone invited them-that we demonstrate the product’s value in a way that’s immediately useful to them. Over the years, we’ve made sure of two things. The most effective thing we’ve done is fine tune our onboarding process. We focus on doing the basics really well and strive to smooth out every experience so we can help the user get into the product as easily as possible and deliver value to them as quickly as we can. In everything we do, we aim to eliminate friction and avoid complexity. To break that down a bit, let’s start with keeping it simple. Something that has some personality and gives people something to talk about. Something that is simple, customizable, visual–and even fun. It’s less about trickery and optimization, and more about just building something useful in a way that connects with people. Product Led BasicsĪll along, our product led strategy at Trello has been pretty straightforward. Here are some of the strategies that have helped us get there. Since that launch, we’ve grown Trello into a product with over 35,000,000 registered users and at least one user in every country in the world. We really knew we were onto something when we spoke with some of those early users and learned just how passionate they were about what we’d built. Just a few days after launch, we had already rocketed from a few hundred private beta users to more than 50,000 registered users. As our team grew, I found my way to into a product manager role and quickly realized that it pulled together many of the things that I loved most: solving real-world problems with code, great design and user experience, data and analytics and working closely with talented people to build great things.Īfter nine months, we launched Trello on stage at TechCrunch Disrupt in September 2011. Luck was on my side, and shortly after joining Fog Creek, we started an innovation initiative to build new products and I became one of the first two people to work on the idea that evolved into Trello. This activity caught the eye of Stack Overflow co-founder, Michael Pryor, and he recruited me to work at his other company, Fog Creek Software. Throughout the learning process, I spent a lot of time on Stack Overflow (a Q&A site where developers answer each other’s questions). To bolster my resume for the transition from consulting to the world of startups, I taught myself to build iPhone apps just after Apple released their first set of developer SDKs. I found myself craving the experience of iterating and making the product better and better. Just as we got to a place where it was really working and useful, the project would end and we’d start over from scratch with a new client. We’d spend months understanding the project and crafting a custom app for a client. While I enjoyed the work, I ultimately decided that I wanted to go a bit deeper on the product side.
In this role, I learned a lot about how to work with clients, tackle new projects, communicate clearly and generally just be a professional. My team built apps to help our clients analyze large amounts of data and pinpoint anomalous and fraudulent transactions. Straight out of school, I started my career in a very different role as a consultant and data analyst for Deloitte. I would even go as far as to say that a connection between simplicity, fun and immediate value for users is what sits at the core of successful product led growth. And yet that’s the mistaken assumption people make all the time.Īfter eight years leading Trello’s product team, I’ve found that keeping a product intuitive, immediately valuable for users and fun to use, is a great strategy for delivering a ton of value to customers. Whoever said that a product has to be complicated and boring to provide value or be taken seriously? No one.
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