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AI has not changed the importance of judgment in product leadership. What it has changed is the cost of getting it wrong. Early in my career, I learned a principle that still guides how I think about building products: The strongest decisions rarely start with perfect data. They start with conviction, a hypothesis shaped by experience, customer insight, and pattern recognition. What ultimately separates high-performing product organizations from average ones is how quickly and confidently instinct is validated. That validation is the true role of product analytics, and increasingly, it is where AI amplifies its value. Analytics tests whether what you believed would happen actually did, and to inform what you do next. When treating analytics as a decision engine rather than a reporting layer, it fundamentally changes how teams operate. ANALYTICS SPRAWL REDUCES CLARITY Across nearly every organization I have worked in, regardless of size or industry, one pattern shows up with remarkable consistency: analytics sprawl. Google Analytics, Amplitude, Mixpanel, Adobe Analytics, and Pendo are all excellent tools, adopted with good intent to solve real problems. However, when allor even severalcoexist within a single organization, they often create fragmentation that undermines decision-making. The issue is not the tools themselves, but the absence of a clear leadership decision to standardize. When analytics lives across multiple platforms, each with its own methodology and definitions, even basic questions become difficult to answer. AI magnifies that problem. Ask a simple question like, How many monthly unique visitors do we get? With data spread across multiple analytics platforms, there is no clean answer. You cannot aggregate the numbers. There is no deduplication. Slight differences in definitions erode trust. Teams stop discussing insights and start debating whose data is correct. That is not a tooling failure. It is a decision-making failure. INCONSISTENT DATA SCALES CONFUSION This challenge matters even more in an AI-driven world because AI depends on coherence. Models train on ambiguous metrics. If foundations are inconsistent, AI will scale confusion faster than any human ever could. Especially in organizations with multiple business units and products, analytics must start before dashboards, instrumentation plans, or AI ambitions. It starts with clarity. This comes from understanding what decisions must be made with confidence and what questions must be answered consistently across teams. Once that is established, everything else follows. Selecting the right product analytics platform is based on business requirements, not convenience. That platform may differ by context. In fact, I have yet to implement the same analytics tool twice. What stays the same is the discipline required to make analytics and AI effective at scale. Instinct may start the journey, but data must validate it. Tool sprawl is a leadership choice rather than a technical inevitability, and shared definitions matter far more than dashboards or models. Analytics and AI only matter when they improve decisions. When that foundation exists, AI becomes a true force multiplier, and organizations gain speed, trust, and the ability to scale. Insights surface faster, patterns emerge sooner, and teams spend far less time reconciling data and far more time acting on it. Leaders move from reacting to signals to shaping outcomes. Without that foundation, AI simply makes bad analytics louder. A SIMPLE CHALLENGE FOR LEADERS If you lead product, technology, or digital teams, here are three simple questions to consider: How many analytics tools does your organization use across your products? Do your teams share the same definitions for basic metrics? Can you answer a question once and trust the answer everywhere? If those answers vary, the issue is not analytics or AI. It is decision-making. If your AI strategy is ahead of your analytics foundations, you are scaling uncertainty, not intelligence. Darren Person is EVP and chief digital officer of Cengage Group.
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E-Commerce
The average long-term U.S. mortgage rate slipped this week below 6% for the first time since late 2022, good news for home shoppers as the spring homebuying season gets rolling. The benchmark 30-year fixed rate mortgage rate fell to 5.98% from 6.01% last week, mortgage buyer Freddie Mac said Thursday. One year ago, the rate averaged 6.76%. The average rate has been hovering close to 6% this year. This latest dip, its third decline in a row, brings it closer to its lowest level since Sept. 8, 2022, when it was 5.89%. Mortgage rates are influenced by several factors, from the Federal Reserves interest rate policy decisions to bond market investors expectations for the economy and inflation. They generally follow the trajectory of the 10-year Treasury yield, which lenders use as a guide to pricing home loans. The 10-year Treasury yield was at 4.02% at midday Thursday, down from around 4.07% a week ago. Mortgage rates have been trending lower for months, helping drive a pickup in home sales the last four months of 2025, but not enough to lift the housing market out of its slump dating back to 2022, when mortgage rates began to climb from pandemic-era lows. Sales of previously occupied U.S. homes remained stuck last year at 30-year lows. And more buyer-friendly mortgage rates this year werent enough to lift home sales last month. They posted the biggest monthly drop in nearly four years and the slowest annualized sales pace in more than two years. Still, with the average rate on a 30-year mortgage now below 6% as the annual spring homebuying season begins, it could encourage prospective home shoppers who can afford to buy at current rates to shop for a home this spring. Assuming rates stay below 6%, buyers and sellers are going to start getting back into the market, said Lisa Sturtevant, chief economist at Bright MLS. March is when the spring homebuying season typically begins to ramp up and with rates at a three-and-a-half year low, it could be a barn burner of a spring homebuying season. Alex Veiga, AP business writer
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E-Commerce
When Dr. Wendy Ross logged on for a Zoom meeting in early 2024, she wasnt sure who to expect on the other side of the call. It was a digital writers’ room, Ross tells Fast Company, “and in the upper left-hand cornerI’ll never forget itwas Noah Wyle. Ross, a developmental and behavioral pediatrician and the director of Jefferson Center for Autism & Neurodiversity in Philadelphia, had received a request to lend her expertise to the writers of a new medical seriesbut they told her only that it was set in an emergency room and would potentially feature an autistic doctor. I had no idea what was going to happen, but I thought it sounded kind of cool, she says. That show went on to become HBO’s hit drama The Pitt, which won three Emmy Awards and averaged 10 million viewers an episode in its first season. Wyle is an executive producer and a star of the show, making his return to medical dramas 30 years after his breakout role on ER. (Ross recalls that show airing at the same time she was first studying medicine: In my fangirl world, we went to medical school together, she saysthough when meeting him over Zoom, she kept her cool.) From the get-go, Ross says, The Pitts writers were very serious about not portraying a stereotypical situation regarding autism. “That was in the original request that was posed to me,” she says. Her advice eventually helped shape fan-favorite character Dr. Mel King (played by Taylor Dearden), a bright-eyed resident new to the ER in the show’s first season. [Photo: HBO] Mel exhibits many autistic-coded traits, like self-soothing, the occasional dropped social cue, and a knack for repetitive, focused tasks. But notably, shes never confirmed on the show to be diagnosed as neurodivergent. Instead, viewers get to see many sides of Mel as the season unfolds: her compassion as she comforts a child losing her sister, her earnestness as she befriends her fellow doctors, her eccentricity as she calms herself by repeating Megan Thee Stallion lyrics like a mantra. The decision not to confirm a diagnosis onscreen was a recommendation from Ross. I suggested that it not be clear whether or not this character knew she was on the spectrum, but that some of these characteristics unfold subtly and naturally, as they do in real life, she says. Autistic women are often diagnosed later in life than autistic men; Ross even points out that many women dont receive diagnoses themselves until their children are diagnosed, prompting them to recognize shared traits. Mel stands in for these women, whose autistic traits could pass for neurotypical if unexamined. You see her sometimes do these quirky, unexpected, very enthusiastic things that are kind of subtle, Ross says, but for people who know, you know. A difficult reality The year prior to being tapped by The Pitts writers room, Ross co-authored an article on the experiences of autistic doctors in the workplace in collaboration with Autistic Doctors International. The data in that article was very disconcerting and, frankly, a little bit sad, she says. Ross and her fellow researchers found that of the 225 autistic doctors surveyed, 77 percent had considered suicide, while 24% had attempted it. 80% of respondents said theyd worked with another doctor they suspected was autistic, but only 22% had worked with a doctor they knew was autistic. There’s a lot of anxiety and depression related to being an autistic doctor, Ross says. Part of it is, its a don’t ask, dont tell kind of situation, because people are afraid of the stigma, and by the time they do disclose, they’ve had so many challenges that things quickly become a self-fulfilling prophecy. Banishing stereotypical mythology Ross work with autistic doctors caught the attention of The Pitt‘s development team, who contacted her through the University of Southern Californias Hollywood, Health & Society program, a service that connects the entertainment industry with experts in medicine and safety. “I think that this is an extremely sincere group of people that is motivated by more than the popularity of a show, and I think that’s really special, says Ross. Ross advised The Pitt to avoid overused tropes of autistic characters on televisionparticularly, what she calls the stereotypical mythology of autistic people being savants. While there are some autistic savants, many autistic individuals have varying levels of cognitive abilities like the rest of us, she says, noting that their actual super strength is in dealing with other neurodivergent individuals in stressful situations (like being in an emergency room). Its really important that we understand all kinds of minds, that we understand that everyone has strengths that they bring to the table,” Ross says. “They don’t have to be savants to provide added value.” Ross also recommended that The Pitt cast a neurodivergent actress in the role, which she says lends a level of authenticity to any portrayal of autism. [Photo: HBO] The Pitt did so in casting Dearden, who shared that she has ADHD after the first season aired. Dearden, for her part, has shared the importance of bringing authenticity to her performance as Mel: Im really sick of what people usually do on TV, she said in an interview with Variety. I feel like every time its ever been portrayed, its usually complete robots or completely dysfunctional and cant survive at all. Its ridiculous. The value of authentic representation Now airing its second season, The Pitt has garnered massive critical acclaim not only for its portrayal of Mel, but for tackling themes like gun violence, substance abuse, and burnout in the healthcare industry. Beyond its stellar cast and writing, Ross attributes the shows success to its focus on empathy. “That’s a pervasive theme that expands well beyond the autistic characters, she says. This idea of having authentic representations of people, of accepting all kinds of people, and understanding that we all have strengths and challenges that we engage with is really critically important. Ross hopes that on-screen portrayals like The Pitts can inspire the real-world healthcare industry to do better by neurodivergent folksnot only patients, but doctors and other healthcare professionals. She compares it to the implementation of ramps for wheelchair users: Though designed for the needs of a specific demographic, they improve the lives of all people with mobility issues. The strategies that we deploy for this population are things that all of our patients and colleagues benefit from, Ross says. This kind of care is the kind that some people really have to have, but that all of us ultimately deserve.
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E-Commerce
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