Successful products are based on a deep understanding of customers’ problems and needs and the corresponding context, since customers’ behavior is nearly impossible to predict. Validating ideas and assumptions directly with customers is the best way to deal with natural bias and conflicting internal interests.


Product development means to pick the right options out of countless possibilities. Tangible, concrete prototyping helps driving decisions and validating concepts with customers.


In an increasingly complex and unpredictable world no idea is successful right from the start. Many iterations are required to find a relevant customer problem and a suitable solution enabling a sustainable business model. Fast and focused experiments help to learn heuristically and hypotheses-driven.


Narrowing down to a solution too early often leaves the best option uncovered. Customer-centric, focused iteration with tangible prototypes allow for quick validation of many ideas AND a fast market entry.


A successful product is not only a sum of its features alone. It is based on a holistic service design that is driven by all functions of a company.


A product without a sustainable business model is useless. Solutions must be technically feasible and economically viable within the given framework.


  • Business development – The evil force

    Business development – The evil force

    Business Development is a fuzzy term with many definitions and roles in enterprises. In practice the following activities prevail: Acquisition of large, strategic customers Development of strategies and initiatives to let the company grow by vertical and horizontal differentiation Acquisition, the first role, is an important task for companies. But I simply don’t get why […]
  • Lost in the agile jungle – Talk at Product Festival Zürich 2018

    Lost in the agile jungle – Talk at Product Festival Zürich 2018

    The general state of agile product management is embarrassing. Despite better knowledge and the agile manifesto being around for decades now, the vast majority of products only see a lab or split test at the very end while all steps before remain agile wasteland. The usual reaction of product management is to blame others: stupid […]
  • The Revenue Trap

    The Revenue Trap

    Revenue and profit pressure can be used in appositive, productive way. It potentially helps to concentrate on stuff that really matters, to quickly go through the phase of product/market fit and to realize a truly scaling business model. In big enterprises however this pressure often turns into the very opposite, becoming a long-term problem that […]


Christian develops products in all sizes since 2008 – from single features to innovative business models. He has broad practical experience from projects with high and fast scaling products and international, cross-functional teams on basis of Scrum, Kanban, Lean Product Management, Lean UX, and Design Thinking, working for companies like eBay Classifieds, Charité, Bosch, kununu, XING,, Zanox, Wer Liefert Was, Scout24, OBI, Meteo Group, DKB, mika:timing, and Betterplace.

Before founding his own company, Christian worked for the automotive supplier Hella as product manager and in the corporate strategy and planning department. He then moved on to eBay, where he was responsible for the marketing of eBay Motors. After that Christian worked on the strategic differentiation of and was the responsible product manager for the development of the local marketplaces in Italy and France among many other projects. Based on this experience he took the product management lead for and built up the user experience department.

Christian Becker