For product managers and product leaders · Private beta 2026
Prosoph is a private coach for product people, grounded in the product operating model practiced by the best product companies. It listens before it advises, it remembers what you tell it, and it develops your judgment instead of doing the work for you.
The stated question
You ask how to write better OKRs. Your team's quarterly goals keep coming back rewritten, and you want a cleaner format before Thursday's review.
What the coach hears
The format is not the problem. This is the third quarter your leadership team has handed the teams output goals, and no template survives that. The real question is who gets to own a problem.
The development move
Bring Thursday's review here first. You will make the case for owning two outcomes instead of shipping twelve features, and rehearse it against the objections your CEO is most likely to raise.
After each practice run the feedback is specific enough to change the next one: what held, what the real room would puncture, and whether you are ready to walk in.
The coach
Plenty of tools will write your strategy document for you. That leaves you with a document, and no stronger than it found you. Prosoph works the way the best product coaches work: it develops you, and it measures itself by your outcomes.
01
There is real context behind every question you bring. Before offering anything, the coach works to understand your company, your org, the politics, and what you have already tried, and it asks the right question at the right time instead of waiting for its turn to lecture.
It also connects what you say today with what you told it weeks ago, and names the patterns you may not see in yourself.
02
It critiques your draft rather than writing its own. It asks the question that exposes the flaw when you are close to seeing it, and gives a worked example only when you need a model, then has you apply it to your own case.
And when a new template, framework, or document is really a way to avoid a decision, it says so, and pulls the conversation back to the problem and the call you are avoiding.
03
Product has to solve for the customer and the business, so the coach is fluent in how your company actually makes money: unit economics, margins, runway, the case your CFO will make. The business case is part of the craft, not an obstacle to it.
It knows many methods and holds no framework religion. Every technique it recommends comes with its weaknesses, and it meets your organization where it is rather than demanding vocabulary compliance.
04
Timely, specific, honest feedback, both positive and critical: the kind most managers avoid and everyone depends on to develop. If your strategy is a prioritized backlog, or your stakeholder problem is a trust problem you created, it says so plainly, with the evidence and the most realistic next move.
It has no revenue to protect and nothing to sell you next. Its only measure of success is your outcomes: a hard discovery problem solved, a strategy that delivers, a team that performs, a promotion earned.
How it works
A session can be ten minutes before a hard conversation or an hour on your strategy. What makes it coaching is what carries over between them.
01
Speak with your coach in a real voice conversation, or type when a meeting is on around you. Same coach, same memory, whichever suits the moment.
02
Every session closes with the coach writing its own notes: what you committed to, what is undecided, what has a clock on it. The next session opens from that handoff instead of starting cold, and the coach asks what came of the things you said you would do.
Themes that recur across sessions get named as patterns, not treated as one-offs.
03
A product profile grows with the coaching: your company and its stage, how your org actually works, what you own, what you are up against, and where you are trying to go. Advice is judged against your real situation, never a generic product org.
You can read the profile at any time and correct it. It is your record, kept for you.
04
A strategy review, a board slot, a hard conversation with your CEO: rehearse it here first, against the incentives and objections of the people who will actually be in the room. Practice is the safest place to try new thinking and miss honestly.
So the first time it counts is never the first time you have done it.
The stance
These are the decisions we would have to reverse to make the numbers go up faster. We are not going to.
Encouragement that delays a correction is not kindness. The coach gives you the read you would get from someone senior who likes you enough to be straight, including the news that your plan is unlikely to work.
What you tell your coach stays between you and your coach. Nothing is shared with your employer or anyone else, nothing is sold, and nothing is used for advertising. Honest coaching depends on confidentiality, so it is the design, not a setting.
Everything you bring builds the memory and the profile the coaching stands on. Month six is better than week one because the coach knows your company, your patterns, and how you work.
Limited places
The beta is small on purpose, because early on the useful thing is a short list of people we can actually talk to. If you are working through something hard right now, a strategy, a stakeholder, a team, a next level, ask for an invitation and tell us what you are up against.