 |
|
|
|||||
Product strategy is often shaped by people who don’t use the product. According to the 2025 State of Product Management Report, 31% of product professionals say their roadmap is driven mostly by senior leadership. And while those voices matter, they often overshadow the user. As a product company, we used to assume people would always show up as their best selves and follow every feature flow as intended. Trial and error taught us to stop building for ideal behavior. Here are seven core principles we follow and why empathy, not perfection, is at the heart of great products. 1. User personas (almost) never work In product development, we love personas. And somehow, they always turn out to be self-disciplined, goal-oriented, and conveniently enthusiastic about whatever were trying to sell. Personas are meant to make product decisions easier. In reality, they often do more harm than good by oversimplifying messy humans into tidy stereotypes. If Emily the marketer never skips a workout and welcomes every new feature because she loves change, then our product roadmap looks promising. The real Emily, though, is busy and unmotivated. Shes skeptical, too, because shes been pitched self-improvement from every screen she looks at. I’m not encouraging you to ditch personas altogether. But instead of writing a fictional biography for a stock photo model, find real users who represent your key segments. One of those users for us is Dora, a 35-year-old woman from Texas. Whenever someone on the team suggests incorporating AI or Web3, I ask, Will this help Dora? Dora doesnt really need the latest in tech. She needs support with motivation, emotional eating, and long-term habits. Thats who we build for. 2. Build with real users in mind It all starts with a mindset shift that lets go of perfection. We need to meet people where they are, not where we wish theyd be. For a wellness app, that means designing for those who skip workouts, forget to log meals, and lose motivation halfway through. We need to help them make progress even on their worst days. 3. Solve a real problem No pain, no sale. Call it a rule or the first building block of any product. Start with a problem many people face. Then, use tech and design to solve it, not the other way around. I grew up in a small town with limited access to wellness resources. Later, at the peak of my corporate career, I was stuck in a lifestyle that left me exhausted and unfulfilled. When youre going through something yourself, you become more attuned to seeing it in others. So I began to notice how many people were searching for a simple and effective way to get healthier. The first version of BetterMe: Health Coaching was born out of that shared struggle. 4. Put empathy behind every data point Data drives every decision we make. We track retention, drop-off points, emotional response, UX conflicts, and more. These metrics tell you whats happening inside the product. Real users tell you why. Ultimately, the goal is to look at the data through the empathy lens and see the real people, striving to lead healthier lives. That lens helped guide many of our best product decisions. While looking for ways to better motivate users to stick with their routines, we spotted a pattern. Those who bought BetterMe fitness equipment had higher 7- and 30-day retention and spent more time in the app. We built around that moment, syncing workouts to equipment and expanding the product line. The result was a win-win: healthier outcomes for users, higher long-term value for the business. 5. Listen all the way through Users are constantly giving feedback. You just have to be willing to hear them out. Look everywhere: Amazon and App Store reviews, Reddit, Facebook Groups, helpdesk tickets. If youre truly listening, even a quick comment can lead to meaningful product improvements. When we launched our iconic catsuita sleek, sculpting bodysuitit was an instant hit. Most users loved the product, but one piece of feedback kept coming up: How do you go to the bathroom in this? A seemingly minor inconvenience for a few revealed a usability issue. So we created the Catline collection with the same signature look, but redesigned as separate tops and leggings for greater flexibility. 6. Build minimum viable solutions, not minimum viable products Many product teams view MVPs as scrappy versions on the path to a final product. I think of them as diagnostic tools to test ideas quickly and decide whether something is worth building at all. Skip the over-polishing and launch useful and straightforward solutions. What youre looking for is proof that your idea solves a real problem for real people. BetterMe’s first MVP was a single scroll with video workouts and meal plans. No push notifications, streaks, or gamification. It got us 100,000 downloads in 10 days. The app resonated with people because it reduced decision fatigue and told them exactly what to do next. That MVP defined one of BetterMes core principles: Simplicity always wins. 7. Success starts with 95% of the wrong ideas In the first two years, we built everything from running programs to sleep trackers and meditation apps. Roughly 95% of those products didnt take off. But every flop revealed something the wins couldnt: things that dont fit into peoples lives. We stopped trying to fix users and started designing tools that work with real habits and real motivation levels. So test relentlessly. Learn from everything. Stay humble enough to admit you dont truly know your user. Because we humans are unpredictable by design. Victoria Repa is CEO and founder at BetterMe.
Category:
E-Commerce
The ground beneath us is shiftingagain. With fresh momentum behind portable benefits and new developments in independent contractor classification, we may finally be approaching a long-overdue reckoning: Our employment system is broken, and its holding us back from the future of work. For decades, weve clung to a binary model of employment that assumes all workers fit into one of two rigid categories: either fully employed or truly independent. That framework might have worked in the industrial era, but its fundamentally misaligned with todays economy, where innovation demands flexibility, and workers increasingly value autonomy. Yet, instead of evolving, weve layered outdated laws onto new realities, leaving businesses caught navigating a patchwork of legal tests with vast differences of case law and interpretation, and workers without access to the benefits and protections they deserve. The systems opacitythe vague, contradictory classification tests and standardshas halted most meaningful progress on moving work forward. Can independent contracting be a choice? When gig platforms first emergedfrom virtual call centers to rideshare and delivery appsthe reaction from labor advocates was swift. California became the proving ground for this, with landmark court decisions like Dynamex, quickly followed by sweeping legislation like Californias AB5. AB5 codified the decision in Dynamex, which created a new ABC test that made it virtually impossible for platform companies to defend independent contractor classification in the state. Coupled with a unique enforcement environment that incentivized lawsuits with massive penalties, a tidal wave of litigation followed. The legal and regulatory approach was clear: Shut it all down. And for a while, it worked. Attorneys won enormous monetary judgments, companies faced staggering penalties, and platforms were pressured to abandon innovation or risk extinction. Between class action lawsuits, increased audit, and enforcement activity by state agencies and attorneys general, I watched many startups shutter firsthand. Entrepreneurs who dared to reimagine work were forced to either pivot or perish. The implicit message was that worker independence was inherently exploitative, and the only solution was to push everyone into traditional employmentwhether it worked for them or not. But this narrative overlooked a critical fact: People want to work differently. Flexibility as a feature Then came Uber. With deep pockets and an unapologetic disregard for traditional regulatory pathways, Uber bulldozed its way into mainstream commerce. It forced the country to confront an uncomfortable truth: Flexibility isnt a loophole, its a feature. And for millions of workers, its a necessity. Of course, Ubers approach wasnt perfect. Its disruption drew deserved criticism and made life harder for those of us advocating for a more collaborative path forward. But in forcing a national conversation, Uber revealed a deep disconnect between how work is regulated and how its actually lived. When I began my career as a lawyer for tech companies, I thought worker classification was a technical niche. But as I met single moms managing multiple gigs to support their families, people with disabilities needing control over when and how they work, and caregivers juggling appointments and aging parents, it became clear: Our current system isnt just outdated, its unjust. It excludes entire communities from opportunity, not because they cant work, but because the structure of work doesnt work for them. The need to reimagine work Today, those questions of classification, protection, and participation are no longer abstract legal puzzles. They sit at the heart of our economic competitiveness. If we want an economy that fosters innovation and includes everyone, we must redesign the systems that underpin how we work. Its our system thats broken.In the U.S., nearly all benefits and protections are tied to employment status. The solution isnt to force everyone to be traditional employees. We have to reimagine work. And businesses know this. Startups and legacy companies alike are eager to meet workers where they are. But theyre paralyzed by risk. Under current law, if a business offers even modest protections and benefits to independent workerssay, accident insurance or retirement supportit could trigger a legal reclassification that unravels its entire business model. The result? A chilling effect on innovation and workers left without a social safety net. Companies avoid doing the right thing out of legal necessity, and workers are left to navigate the economy alone. This is not just a labor issue. Its a business imperative. Forward movement Fortunately, momentum is building. States are experimenting with hybrid models. In California, voters passed Proposition 22 to create what is essentially a third category of workpreserving independence while providing some protections. At the federal level, leaders like Senators Bill Cassidy, Tim Scott, and Rand Paul have proposed legislation to support portable benefits and create clearer legal definitions. These are early, imperfect steps, but they reflect a growing recognition that we need a new compact. Private companies are also stepping up. DoorDash, for example, partnered with Stride Health to help independent workers access benefits like health insurance and financial tools. This kind of leadership shows whats possible when business is empowered to innovate to serve both flexibility and fairness. What we need now is the policy infrastructure to match that spirit of innovation. That means decoupling benefits from employment status, so protections can follow the workernot the job. It means giving companies a safe, legally sound path to support nontraditional workers. And it means building systems that reflect the way people actually work today, not the way they worked 50 years ago. The future of work isnt some distant horizon. Its already here. What remains to be seen is whether our lawsand our leadersare ready to meet it. Regan Parker is chief legal and public affairs officer at ShiftKey.
Category:
E-Commerce
Over the last decade, the workplace has been defined by big headlines: mass layoffs, the rise of remote work, and the promise (or threat) of AI. But beneath the noise, a quieter revolution has been underway. Millions of people have left traditional jobs to build something of their ownfueled by technology, flexible work models, policy changes, and a cultural shift toward independence. As of 2023, there were almost 30 million solopreneurs or nonemployer businesses in the U.S.in industries ranging from healthcare to real estate to tech. But heres whats different today: Were no longer just talking about side hustlers, part-time freelancers, and gig workers. At Gusto, we recently studied nearly 25,000 owner-only businesses. To focus on sustained business activity, we specifically looked at businesses that stayed open for at least five years and paid themselves during 75% of the months or more that they were on Gusto, indicating consistent business engagement. Our research showed that these folkswho Ill refer to as established solopreneurswere running real, sustainable, and growing businesses across every corner of the economy. The quiet rise of the solo career What we found is incredibly surprising: In their first year, the average business revenue for these established solopreneurs is nearly $300,000. For example, construction solopreneurslike general contractors and home repair prosearn above-average revenue, offsetting high expenses with strong income. By year five, that number grows to over $500,000. And while many start by paying themselves via payroll conservativelyabout $41,000 in year oneby year five, theyre earning 25% more than similarly skilled full-time employees. What might start as a leap of faith with high aspirations becomes a smart financial decision in the end. This shift isnt happening on the margins. Of the nearly 35 million small businesses in the U.S., more than 80% are owner-only businesses. One in nine working adults now earns income through one-person businesses. They’re building companies designed for independence and impact, and they’re showing that you don’t need a big team to make a big dent in the economy. Millennials are leading the way One of the most encouraging signs is generational. Millennials, often dismissed as restless or risk-averse, are now the fastest-growing group of solopreneurs, particularly among these established solopreneurs. They start with less revenue than older peers, but grow faster and finish stronger. These millennial solopreneurs see the largest revenue gains of any generation, according to our research. They start with roughly $196,000 in year one business revenuenearly $100,000 less than Gen X or boomersbut end year five earning over $525,000, surpassing older generations and leading all age groups. Many millennials are starting businesses in information or professional consulting services, which typically have higher revenue and the most upside through continued growth. Most are doing it while reinvesting in their businesses instead of immediately increasing personal pay. Its a sign that this isnt a temporary detourits a career path with longevity and long-term upside. Gen Z solopreneurs, while still early in their journey, are following close behind. The oldest members of Gen Z are just reaching their late 20s, and theyre already launching businesses that outperform expectations. The value equation has changed Theres a simple reason this trend is acceleratingand its not just about money. Its about freedom. Solopreneurs are reclaiming control over both their income and their time. They can adjust their own pay as their business grows, set their rates, and define their scope of work. While employees may wait years for a modest raise or navigate layers of approvals just to try something new, solopreneurs have the power to make decisionsand reap the rewardsimmediately. Just as important, theyre designing work around their lives, not the other way around. Whether its the ability to pick their kids up from school, work out in the middle of the day, or focus on deep work without back-to-back meetings, solopreneurs are choosing flexibility as a core feature of their careers. As their businesses grow, solopreneurs are making increasingly sophisticated choices such as incorporating as S-corps, setting reasonable salaries, and using smart financial strategies to reduce tax burdens and build long-term value. Gusto data shows that solopreneurs who elect S-corp status consistently pay themselves more than peers using other structures. But getting these decisions right isnt easy and thats where the current system often falls short. The tools are finally catching up For too long, solopreneurs had to cobble together systems meant for side hustles or massive enterprises. The in-between didnt exist. But the market is finally waking up to their needs. At Gusto, we built Gusto Solo to support this growing group of entrepreneurs. Its a platform designed specifically for solopreneurs who have outgrown personal finance tools but arent yet looking to build a large team. These founders are running lean, profitable businesses. They deserve professional-grade tools built just for them. This isnt a trend. Its a transformation. Solopreneurship is reshaping how economic value gets created, who controls it, and what a career can mean in the 21st century. These businesses may be small by design, but they represent a major shift in power: from institutions to individuals. And with the right tools, support, and recognition, theyre poised to become one of the most dynamic forces in the modern economy. Its time we give solopreneurs the same attention, investment, and infrastructure we give to startups. Because the future of work is not being built solely in boardrooms. Its being built right now, one person, one business, at a time. Tomer London is cofounder and chief product officer of Gusto.
Category:
E-Commerce
All news |
||||||||||||||||||
|
||||||||||||||||||