We measure our success not just by the features we ship, but by the real-life impact those features have on our customers' experiences and outcomes.

To avoid perverse incentives from metrics, we ensure that our tactics align with our overarching goals. For example, we track the number of support tickets to gauge customer satisfaction and adjust our strategies accordingly.

We're measuring outcomes with metrics that show whether we're moving the needle, rather than just assessing the technology itself.

The primary metric should be a lagging indicator of success, reflecting real value delivered, like revenue from customers who have already paid for your product.

To measure product-market fit, identify a metric that reflects the value your customers derive from your product and track its repeat usage.

We measure customer satisfaction through lifetime value, repeat business percentage, and Net Promoter Score surveys to ensure we meet their needs.

To ensure we are impact-driven, we measure our success by how well we understand and address customer needs, rather than just the volume of features we deliver.

We focus on a single overarching metric to guide our product development, which helps us prioritize our efforts and make informed decisions. This approach allows the entire team to rally around a common goal, enhancing our effectiveness.

To determine the right metrics, I focus on the value we aim to deliver to customers and how we can measure that from their perspective.