help 1000 teams experiment weekly

currently at 24/1000. here's the plan to get to the 1k.

Let’s talk about my heroic mission that I’ve put in my LinkedIn bio: helping 1,000 product teams do weekly product discovery.

Put that out there about 1.5 years ago. Guess what? Never actually explained how I planned to get there and why. So let's do that in brief here today.

What was the plan?

The original roadmap in my head was something like:

• Hands-on coaching. Start by doing all the unscalable stuff, like working one-on-one with teams, rolling up my sleeves, and actually solving problems up close.

• Scale my brain. Take what worked and turn it into something that reaches a bunch of teams at once—content, a course, something like that.

• Build SaaS. Eventually, package that know-how into software that supports teams so they can do the weekly experiments on their own.

Now fast-forward: After 1.5 years, where am I?

Reality check

Didn’t set any goals with timelines attached. so am I behind my goal? I don’t know. But 1000 feels far away that’s for sure. I guess I expected to be further along. To have made more of an impact by now.

• I did the hands-on part. I’ve coached 19 teams directly. That’s a lot of Zoom calls and Slack threads.
• I tried the SaaS step early. We built a product, got 5 teams to try it, and guess what—nobody gave a shit. Well, not enough people. Want the messy details? Here’s the post-mortem (link). Knock yourself out.
• About the course thing: I haven’t done it yet. Why? Because everyone and their mum is selling a “how to be a better PM” course, and I’m not convinced anyone needs yet another one. Maybe I’ll do it, maybe I won’t. People are tired of endless “masterclasses”. So consider that a tbd.

So that leaves me with what I love the most: software. I’m a product geek at heart and I a personal goal of mine is to build software companies for the coming decades. Even though Juttu’s first iteration didn’t catch on, I’m not done tinkering. I’m already playing with new ideas.

Still the right mission?

Why does this mission even matter?

Because most organizations waste their time on bullshit that doesn’t matter if they’re not building what people actually want. Period. All these fancy frameworks, certifications, and “look at our process!” hype mean shit if the end product sucks. Helping teams focus on outcomes and run actual experiments is what makes a difference. It makes them build stuff users want (to pay for). Less waste, more real value. And yes, I want to capture a small part of that value. I believe I can turn this into a sustainable business. Win-win.

Timeline reality check: I set that 1,000 team goal without a real deadline. Big mistake. Now, 1.5 years in, I’m at 24 teams. That’s fine, but I need more accountability.

So here’s a new milestone: by the end of 2025, I want to be at 200 teams.

Takeaways

A few takeaways from this entrepreneurial dance I've been dancing the last 3 years:

• You need a north star: Call it a mission, a big hairy audacious goal, whatever. Without one, you drift. I know I do.

• Set deadlines: Just saying “I want X” without a timeline is an invitation to wander aimlessly. Guilty as charged.

• Move faster: Without clear milestones, you lack an invalidation event. No clear point when you have to look in the mirror and say: "We're not on track. Pivot or persevere?"

• If your market doesn’t care, you’re not a hero: If people don’t want what you’re building, no amount of personal conviction or LinkedIn hustle will save you. Trust me, I tried. Again, check the post-mortem.

So that’s where I’m at. I’m still on this 1,000 team mission. At least until the end of 2025.

I still believe in it.

I’m just getting a bit more ruthless with timelines, product experiments, and figuring out what the hell people actually want.

Let’s see where I land by the end of next year. I'll document it. So if that sounds interesting go subscribe to this here newsletter.