3 ways to work together, built as a ladder.

A structured diagnosis of where your product's assumptions about users diverge from reality. I work from your analytics, support tickets and sales call notes, plus a focused round of user interviews, and I check the sources against each other before trusting any of them.

A written diagnosis of the gaps that matter, sorted by likely impact on your roadmap, plus a readout workshop with your product and engineering team.

Product leaders who suspect their team is building on assumptions but can't yet point to where.

Team training focused on the specific habits that separate useful discovery from theatre: interviewing users without leading them, distinguishing stated preference from observed behavior, assumption mapping, and — the part most teams skip — deciding in advance what evidence would change their minds.

A product team that runs discovery you can actually make decisions from, with a shared vocabulary and a working set of templates. Four weeks of follow-up coaching to embed the habits before they decay.

Product and engineering leads who want their PMs and designers doing discovery well, not just doing more of it.

Embedded with one or two of your product teams. I join discovery sessions, review research plans before they run, and coach product managers on evidence quality — including the uncomfortable question of when the evidence isn't there yet.

Ongoing methodological pressure on the highest-stakes decisions in your roadmap. Fewer expensive builds justified by thin research.

Scaling B2B teams that have real product research responsibility but no senior behavioral scientist on staff.