Building better products with humans and society in mind.

Building better products should be the goal of each product manager. Products that can solve real-life problems for real people. However, the most successful products can unintentionally have harming consequences that were totally unintended. Sometimes there are details that were not taken in consideration while making decisions on what to build or while defining which experiment should we run.

We all have our own understanding of what a good product is. We share these products with others. We use them and try to make them better daily. …

About Product Management, stakeholders and other demons

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In McLuhan’s most relevant book “Understanding Media: The Extensions of Man”, he proposes a way to categorise media according to various sensory effects associated with the media.

This idea is not hard to extrapolate to other scenarios. Let’s think of communication as a whole and add it to a concrete example: the communication between Product Managers and their peers.

How many times we’ve seen a Product Manager that communicates a feature request with all their details already preconceived, a manager that goes to their designers knowing and already mind-seeing what everything should look like?

Many times.

Now, how often we’ve…

What if we have OKRs as students

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It is really interesting to see how many concepts are wrongly understood even when they are crystal clear and very straight forward. How could this still happen? If you learn something why you apply it wrong?

There are many examples out there in the Product Management profession. Agile is one of the biggest in my opinion. A concept created enough years ago to be rethought. Or at least improved.

There are Objective and Key Results hanging around for a while. Longer ago than Agile. Andy Grove documented them in his book “High output management”. In 1983. 36. Years. Ago.


If your company is data-driven or wants to be data-driven

Photo by Michał Parzuchowski on Unsplash

There are 2 kind of companies:

1. The ones aiming to be data-driven
2. The ones being data-driven

If You Are or If You Are Not

There isn’t a unique correct path to become a data-driven company.
The problem is not the data, the problem is to have data aligned with the company objectives on what data is needed and fundamental to grow.

The rest is just old-minded bullshit like “let’s track everything and then we make decisions”. That, just does not work.

It is like when you ask to a new fan of Metallica “What album of Metallica you like most?” And the answer is “all of…

Who we arrr?

Hello world,

this is a new publication about the technology issues our company faces. We would like to share our experiences, challenges and how we tackle our daily tech problems. Also big projects.

Founded in 2011, HolidayPirates represents one of the fastest-growing online travel companies in Europe. Its unique concept of “best travel deals” rapidly gained popularity and since its inception, HolidayPirates has become the preferred portal for millions of travelers.

HolidayPirates has spread not only in Germany but also in Austria, France, Italy, Netherlands, Poland, Spain, Switzerland, the UK and the United States.

To satisfy our customers and…

Some notes while reading it.

Pic by David Travis

Some days ago I started reading Measure What Matters by John Doerr. Here I’d like to share my notes as an exercise of what matters.


If you don’t know where you’re going, you might not get there. — Yogi Berra

Where an objective can be long-lived, rolled over for a year or longer, key results evolve as the work progresses. Once they are all completed, the objective is necessarily achieved. (And if it isn’t, the OKR was poorly designed in the first place.)

In October 2018, for the seventy-fifth consecutive quarter, Google’s CEO will lead…

Photo by James Pond

In the Star Wars universe everyone can be divided into two different groups based on how they perceive the Force: the ones who don’t perceive it and the ones who can feel it. So are all human on how they see the world around them: event oriented thinkers and system thinkers.

Most of the people can’t perceive the Force. These people define an event as a sequential chain of success: there is always a cause for a problem, if you want to solve it, find the cause and fix it.

The Black Hole and the Harbor Seal

Photo by Alec Weir

If we are researching about a topic is because we are seeking to get more knowledge about it. It does not matter if we are already considered experts about a subject. There will be something you are willing to know about.

Normally people search on Google about it. Then you receive millions of results in milliseconds and yes, that is information that at certain point can be relevant to what are you looking for.

But do you all know how the search is done? Let’s get shortly into it.

Google follows 3 steps to bring you the results of your…

Merging adaptability, collaboration and decentralization with a defined management structure.

Photo by Anna Samoylova

There are several models or ways to organize the structure of a company. Most of them are well known. Their pros and cons are also well discussed and still we are jumping from one to the other one without (most of the times)taking a look on what is quite important on these days: adaptability, collaboration and decentralization.

It depends of the company which models is implemented.

These models, as systems, must evolve in order to survive. Otherwise they will become obsolete and chaotic to manage. But how do they evolve? …

Don’t try to kill a cockroach with a cannon or a bear with a water pistol

Photo by Edu Lauton

Common sense is not so common.Voltaire, 1764

Recently I was reading a great post by Martin Eriksson about the #1 Answer in Product: It depends. I love that post not only for being a wonderful summary of previous thoughts I had but for its simplicity.

And I think this topic is not only connected to Product Management, but to many aspects or processes on any company. From applying an A/B test to developing a new software architectural pattern or any other decision.

There are many models, structures, systems, frameworks with several pros as many disadvantages. All of them. …

Robiert Luque

Product Leader. Multiple hat-wearer. First define the "why", then the "how" and the "what"

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