Product strategy

The product

PaperSpell takes document work beyond storage and search into working with context. Users can bring together materials on a topic, understand their content and move to the next action: a decision, a task or a prepared output.

The product needed a proposition beyond comparison with ChatGPT as a general-purpose chat. PaperSpell developed as a dedicated tool for a specific workflow: documents should enable people to continue working through a question, rather than merely sit in storage.

My role: from advisor to project CMO

I started as an advisor, identifying the product challenge and connecting it to the market. As the project developed, my role grew into CMO responsibility: defining what the product should become, who it serves and how to communicate its value to the market.

• Product: defined the features and use cases the product needed and the direction that would support its continued development.
• Target audience: identified user groups and situations where documents are part of a task to accomplish, rather than files to store.
• Triggers: identified the events and context that prompt people to look for this kind of tool and change their established way of working.
• Go-to-market: developed the market-entry strategy, messaging and priority channels, connecting the product, website and user acquisition.
• Features and development: described features through user tasks and defined the development sequence so the product retained its own logic instead of becoming another general-purpose chat.

How product decisions were made

We examined each feature through one question: what should the user do after working with a document? This connected the interface, use case and marketing promise. Hypotheses were treated as working propositions requiring validation with users, beyond agreement within the team.

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