Context
[ The state before: no product analytics, decisions made on the loudest customer or founder intuition. Why you, the designer, picked this up. ]
Problem
[ The concrete cost of not knowing. A feature built on a guess that nobody used; a debate that ran for weeks because nobody had numbers. ]
My role
[ What you owned: choosing PostHog, defining the event taxonomy and naming convention, writing the tracking plan, building dashboards, running session-replay reviews, and turning findings into decisions the team acted on. ]
Process & key decisions
The tracking plan
[ How you decided what to track (jobs, not clicks). The naming convention. How you kept engineers from adding random events. ]
Decision changed 1 — [feature you killed or paused]
[ What the data showed, what the team believed before, what you did. ]
Decision changed 2 — [feature you reshaped]
[ A funnel or replay finding that changed a design. ]
Decision changed 3 — [priority you moved]
[ Where analytics changed the roadmap order. ]
Solution
[ The rituals that stuck: weekly metric review, replay Fridays, the dashboard every PM opens. What makes it a practice rather than a tool. ]
Impact
[ Replace with real figures. ]
What I'd do differently
[ E.g. instrument earlier; involve engineering in taxonomy sooner; fewer dashboards. ]