Product Health Reviews

Context

Software Trust Manager had grown to about 60 features. Nobody could say which ones mattered. Roadmap debates ran on anecdotes and whoever asked loudest.

My role

I set up the reviews and ran them. That meant picking the questions, joining the data and taking the recommendations to product leadership.

What I did

I put what customers said (Net Promoter Score) next to what they did (Pendo). Each source hid something the other revealed. Then I made it a quarterly habit rather than a one-off report, and ended every review with a short list of roadmap decisions instead of a deck of charts.

What each review covers

Every review follows the same structure, so leadership can compare one quarter with the last.

Section	The question it answers	Inputs
Executive summary	What changed, and what should we do about it?	The sections below, cut to one page
Net Promoter Score performance and trends	Are customers happier than last period? Which ones?	Net Promoter Score by month and by period, split by pricing tier
Feature adoption	Where do users start, and how far do they get?	Pendo feature-click data
Recent initiatives	What did the user experience team ship, and which problem did each piece target?	Release scope, Figma files
Goals and action plan	What do we do next quarter?	Roadmap table

Reading the signals

Trend, not snapshot. Each period is compared with the one before, and the monthly line sits next to it. A score can rise on average and still swing month to month. I call that volatility out instead of averaging it away.

Split by tier. Entry and premium customers get separate scores, with promoter and detractor shares side by side. One overall number can hide a tier that is struggling.

Adoption depth. Click data shows where users begin. The real question is whether engagement spreads past the first screens into the rest of the product.

Closing the loop

Each review reports on the user experience work shipped since the last one. Every initiative gets a one-line problem statement, its key updates and a link to the design file, so the room can see how data turned into design decisions.

The review ends with next quarter’s plan. It’s a roadmap table listing each initiative with its current status, goal, and risks or dependencies. Then we open it up for questions from product leadership.

Outcome

3 of 60 features drove over 80% of engagement. That told us where to invest.

The bigger surprise: our highest-value Premium customers were the least satisfied. The roadmap was reshaped around them.