Why Product Managers Should Think Like Business Owners

Features Don't Pay Bills

It's easy to get lost in roadmaps, user stories, and sprint velocities. But none of that matters if the product isn't solving a problem someone will pay for.

I've seen product teams build beautifully designed features that nobody used. The disconnect? They optimised for what was interesting to build, not what was valuable to the business.

The MBA Perspective

My time at INSEAD reinforced something I'd suspected: the best product managers are business generalists. You don't need to be a finance expert, but you should understand how your decisions affect margins, cash flow, and growth.

When I evaluate a feature, I ask:

1. What's the expected impact on revenue or retention?

2. What's the cost to build and maintain?

3. What's the opportunity cost of not doing something else?

This framing changes conversations. Instead of debating opinions, you're debating trade-offs with numbers.

Ownership Mentality

Thinking like a business owner means taking responsibility beyond your immediate scope. If the product fails, it's your problem, even if the root cause was in marketing or engineering.

This isn't about blame. It's about staying curious enough to understand how all the pieces fit together.