When Adwerx's first non-founder CEO came on board, he asked me and our Director of Corporate Marketing to run a product-market-fit analysis — with almost no other direction. The first job was turning a broad mandate into a scoped deliverable: we worked with him to define what the analysis needed to answer (did we have the right product suite, what did our target customer actually need, and what could digital advertising solve for them) and how the findings would be used.
The analysis combined customer interviews and surveys, structured interviews across Customer Service, Sales, Account Management, Finance, RevOps, and Engineering, usage data, competitive and industry analysis, and a TAM and wallet-size analysis.
That work produced two paths forward: a new product vision designed to meaningfully grow our market penetration, and a contingency plan to evolve the product incrementally if our fully-scoped recommendation wasn't feasible — each with its own messaging framework, roadmap, and pricing structure.