Produto de IA · corporativo
Um produto pronto sem ninguém para quem vender
A engenharia estava feita. Não havia usuário, objetivo, estratégia nem posicionamento. Construí os quatro em três meses.
O texto abaixo ainda está em inglês. O resto desta página está traduzido.
- Período
2026
- Escopo
Produto de IA
Posicionamento
GTM
Enablement
Resultados
até a primeira base de operação de produto, num time puxado por engenharia
pessoas entrevistadas entre engenharia, design, marketing, vendas e diretoria
O que eu fiz
Conduzi um diagnóstico entre engenharia, design, marketing, vendas e diretoria: cerca de doze conversas.
Defini o usuário, o valor para o qual o produto de fato servia, o posicionamento e o go-to-market.
Fiz enablement com cada área, para a estratégia sobreviver ao contato com quem ia executá-la.
The problem
The product worked. That was the whole trap: a finished AI product is easy to mistake for a ready one. There was no defined user, no objective it was accountable to, no positioning and no route to market. Engineering had built something real, and nobody could say who it was for.
What I found
Around twelve conversations across engineering, design, marketing, sales and the board. The useful finding was not that the areas disagreed — it was that each one had quietly filled the gap with its own assumption, and those assumptions had never been put in the same room.
The work
I defined four things in three months: the user, the value the product was actually for, the positioning, and the go-to-market.
Then I ran enablement with each area individually. A strategy that only exists in a document is a strategy that dies at the first handoff; the point was that sales, marketing and engineering could each say the same sentence about what this product was, without reading it off a slide.