Jolie Zwick

Turn Product Data into Growth Decisions

Faire

Dropbox

Director of Strategy & Analytics at Faire

Frameworks for choosing the right metrics to track and questions to ask.

Ask the right questions

Effectively break down complex analytical problems into recommendations your team can act on.

Turn ambiguous questions into actionable insights

Using data to influence decisions, set strategy, and ultimately drive growth for your business.

Influence outcomes to accelerate growth

You will learn how to make and recommend strategic decisions grounded in business reality -  not feature logic.

ex-Product Exec @Spryker, Commerce, eBay

Spryker Systems

BigCommerce

eBay Inc.

PayPal

Elena Leonova

Founder & CPO, OneRank.io,  ex-CPO @ Spryker, VP of Product @ BigCommerce

Cohort 2

Cohort 3

At senior levels, product leadership stops being about having the best answers. It becomes about being trusted with decisions. You’re expected to connect product bets to revenue, cost, and risk — and defend those decisions under pressure.But most product leaders were never taught how those decisions are actually made.So decisions move forward without you. Not because you lack context. But because others are framing the business problem more clearly. They connect strategy to financial reality, risk, and trade-offs. And their judgment lands.This course exists to change that. This is a 6-week, high-touch cohort where your judgment is tested the way it's tested in leadership rooms.You will practice making strategic decisions through real scenarios:• diagnosing business pressure • translating KPIs into strategic bets • navigating financial tradeoffs • defending strategic decisionsYou won’t just learn frameworks. You will apply them live and receive direct feedback on whether your reasoning holds up.It’s judgment that holds when the stakes are real — and the room is deciding whether to trust you. If you want to move from executing strategy to shaping it, this is where that shift happens

Think like a VP before you become one. Ground Product Strategy in business.

Understand the business before building the strategy

Use financial metrics to guide strategic decisions

Build a credible, business-backed product strategy

Present strategy to executives and boards

Partner effectively with Sales, Marketing & Customer Success

Lead with strategic judgment & influence without authority

You already operate as a Senior or Principal PM or Product Lead. You don’t need help shipping, running discovery, or managing teams

Strong Product Execution Fundamentals

You’re used to making calls with partial information, competing metrics, and real tradeoffs. You understand the importance of judgment

Comfort Making Decisions with Imperfect Data

Your judgment is - or soon will be - evaluated by executives, boards, or clients. You’re responsible for explaining why a decision is right

Accountability for Strategic Decisions

Senior &amp; Principal PMs who already deliver at a high level and want to be trusted with larger, riskier decisions - not just execution

Group PMs, Directors, and above who own strategy, make real tradeoffs, and defend decisions under executive scrutiny

Product consultants, coaches, and advisors who want to bring executive-level judgment to their client work and recommendations

Bad story kills great analysis. Every single time!

Data Leader Microsoft, PayPal | Author

Microsoft

Geico

Gulrez Khan

Data Science Leader Microsoft, PayPal | Award-Winning Author

Cohort 1

You work hard... You pull the data. You know when it is being misread or ignored and it quietly drives you crazy...At some point you watched a decision get made on gut feel while your analysis sat in a deck nobody opened. You've presented findings that were met with "interesting" and then.... nothing. No action. No change. That silence is not a data problem. It's a 'story problem'.The people who move organizations forward aren't always the most technically skilled. They're the ones who can take a complex finding and make a room full of non-technical people feel the urgency of it.That skill is Data Storytelling.Most storytelling courses teach you to speak more confidently. Most data courses teach you another tool. This workshop sits in the gap between them — where your actual influence lives.You'll leave with a framework of to influence people with Data and AI.--💭 “I usually struggle to stay focused on calls,” she said. “But I didn’t check any other tab or phone during your session.” (~from a recent student). Attention isn’t won by tools, it’s earned through stories.

Product Managers and Strategists who regularly present data to executives and need their data to tell a story than just report a status.

Mid-career Analysts and Data Scientists who know their tools well but keep hitting a ceiling when it comes to influencing stakeholders

Anyone who has ever watched someone with weaker analysis get more traction just because they communicated better and decided that stops now.

Make high-stakes product calls with clarity to earn a bigger scope and influence

Product & Design Leader at Owtcome

Owtcome

Krasi Bozhinkova

Product & Design Leader, turning product success into repeatable growth

July 2026

The gap between mid-level and senior is not knowledge. It is judgment. The ability to make the call earlier, with less certainty, and explain why it matters in terms the business cares about.You may already have strong instincts, but instincts alone don’t earn trust. What gets your work second-guessed is not always that someone else is right. It is that they can connect the decision to adoption, retention, revenue, or strategic advantage more clearly than you can.This course is about closing that judgment gap. You will learn how to identify the real decision inside a messy debate, name the trade-off others avoid, and defend your logic before perfect data arrives. It blends product, design, and business thinking because role boundaries are disappearing and the expectation to make an impact has never been higher.The goal is to become the person leadership brings in earlier, trusts with harder problems, and gives a bigger scope.

Make high-stakes product decisions with clearer logic, stronger conviction, and language that leadership can trust.

Frame the real decision behind a messy debate

Build for critical user needs without waiting for perfect data

Know when to improve, pivot, or rethink your roadmap

Connect every product and design decision to a growth loop

PMs, designers, and cross-functional leaders with 3-5 years of experience, working through ambiguity, trade-offs, and business outcomes.

Level of experience

Bring one live product, feature, or strategic decision to apply the course directly to your own context.

What to prepare

This course is designed for practitioners who want to make better product decisions in AI-shaped markets, not to teach a specific AI tool.

No technical AI background required

Mid to Senior level PMs stuck in execution mode who want to become the senior person leadership trusts to make the harder decisions

Designers who are strategic but can't articulate it and lose the argument when they don’t connect the decision to business impact.

Developers stepping up to own a product area, who need a repeatable way to make hard decisions with incomplete information.

Decisions made without shared criteria lead to inconsistency and bias

Educator, Content Creator and ex-Founder

PASHA Holding LLC

IU Internationale Hochschule

HWZ Hochschule für Wirtschaft Zürich

Census

Matthew Brandt (Matty)

Educator, Content Creator and ex-Founder with 10+ years in Data Analytics

Jun 5th

Your organisation either claims to be data-driven or has it written broadly across your internal documentation. Yet, you likely still struggle with inconsistent, slow, or biased decisions. The root problem isn’t a lack of data - you have heaps of it - it’s a lack of clearly defined decision criteria. When teams rely on intuition, implicit and unspoken rules, outcomes vary depending on who is in the room, priorities shift unpredictably, and alignment breaks down.In this workshop we will tackle that gap directly. By building a structured Decision Criteria Catalogue, you create a shared language for how decisions are evaluated across the organisation. This reduces ambiguity, speeds up decision-making, and makes trade-offs explicit rather than political.More importantly, over time, your catalogue allows for the creation of a transparent Decision Log, demonstrating the effectiveness of your criteria.In three hours, you will draft your own Decision Criteria Catalogue, have it challenged by peers, and leave with something practical to take back and implement with your colleagues.

You lead an analytics team and want decisions to consistently reflect your insights, not just dashboards.

You make frequent decisions and want faster, clearer, and more defensible outcomes.

You align teams across functions and want consistent, transparent decision-making.

The Growth Renaissance

Agentic AI

Coding with AI

AI Workflows

Claude Code

OpenClaw

Vibe Coding

AI Evals

AI Transformation

RAG & Search

AI for PMs

AI for Engineers

AI for Designers

AI for Marketers

AI for Founders

Product Sense

Product Discovery

User Research

Prototyping

Growth

Analytics

Tech Foundations

Strategy

Influence

Leadership

Career Growth

Machine Learning

LLM Ops

Context Eng

Security

System Design

Figma

Design Systems

Visual Design

Design Strategy

Automation

Content Marketing

Demand Gen

Go-to-Market

Product Marketing

Positioning

Social Media

Brand

B2B Marketing

SEO & AEO

AI for Leaders

AI Governance

Communication

Management

People Operations

Exec Presence

Storytelling

Goal-setting

Personal Brand

Fundraising

Everyone

Operators

Data Scientists

Business Analysts

User Researchers

Customer Success

Project Managers

HR Professionals

Sales People

Lawyers

Finance

Investors

Real Estate

Educators

Creators

Introduction: Driving Better Decisions with Data

Framework for Asking the Right Questions

Using a Business Equation to Set Metrics

The Four Pillars of Scoping an Analysis

Applying Analytical Rigor to Your Findings

Synthesizing Data into Actionable Insights

Translating Insights into Business Growth

Q&A and Conclusion

Product managers who drive strategy, development, and launch of products.

Engineers and engineering leaders who build, deploy, and scale software systems.

Using data and metrics to measure performance, run experiments, and inform decisions.

Driving user acquisition, activation, retention, and monetization through product-led growth strategies.

Turn Product Data into Growth Decisions

What you'll learn

Why this topic matters

You'll learn from

Jolie Zwick