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Hiring managers value Product Managers who think strategically, not just execute tasks. If your resume, interview answers, or stakeholder conversations focus on "we built X feature," you're underselling your impact.
The next time you capture a customer request or stakeholder idea, rewrite it as a problem statement before jumping to solutions.
Example:
❌ "Customers want a dark mode feature."
✅ "Users struggle with eye strain in low-light conditions, reducing app engagement at night."
As a Product Manager, you’ve probably been there. A customer asks for a specific feature, or a stakeholder has a bright idea that will revolutionise the product. Before you know it, it’s logged in your backlog as a task.
The hard truth is great Product Managers don’t just collect and organise feature requests, they translate them into real user problem statements. Why? Because that shift to why a feature is being requested, as opposed to simply what is wanted creates a strategic shift in how product teams deliver real value. More importantly, it’s where your value as a Product Manager really starts to shine.
When you simply document requests verbatim (e.g. “Add dark mode”, “We need a chatbot”, “Users want more filters”) you rapidly risk becoming a feature order-taker, and it won’t be long before your list of feature requests begins to build up and become chaotic.
This signals to executives, hiring managers, and even the engineering team that you’re focused on execution, not driving genuine impact.
In order to elevate your product career, you should focus on becoming a translator not just a scribe.
The major difference which forms strategic leaders, reframing the want into a why and building functionality around that painpoint.
Problem statements are one of the most unde-rutilised tools available to Product Managers, but they’re also one of the most career-defining. As you move beyond simply capturing what users say they want and instead reframe it into what they’re actually struggling with (the real pain point), you shift from being a reactive task manager to a strategic problem-solver.
A strong problem statement does more than clarify the work to be done, it unlocks better solutions, stronger team collaboration, and clearer workload prioritisation.
1️⃣ Focuses on pain, need, or friction
A problem statement describes the gap between the current state and the desired outcome. It’s grounded in real user struggle, not in a feature idea.
2️⃣ Is written from the user’s perspective
A problem statement highlights what the user is trying to achieve or what’s holding them back. It’s not about the internal product roadmap, it’s about what their reality is real-time.
3️⃣ Avoids implied solutions
A problem statement avoids assuming a solution like saying “User needs a dark mode” and instead invites exploration into potential solutions through framing “User struggles in low light”.
4️⃣ Creates room for discovery
A problem statement leaves space for cross-functional teams to brainstorm, research, and test several potential solutions, rather than executing a pre-prescribed task.
Translating feature requests into real-world problem statements isn’t a one-time exercise, it’s a habit formed over time. Like any habit, it starts with building a simple, repeatable process.
1️⃣ Capture the request as you hear it
When a user or stakeholder shares an idea, don’t interrupt or reframe it right away. Write it down as-is. Whether it’s “we need dark mode” or “let’s add a chatbot,” capture it without bias. This builds trust and ensures you’re listening.
2️⃣ Ask “why” at least once
The magic happens when you pause and ask:
“What problem are we solving with this?”
or
“What’s the pain behind this request?”
Even a single round of curiosity can reveal valuable context. You’ll often uncover motivations like usability struggles, conversion gaps, or workflow inefficiencies, and insights that might otherwise be lost.
🎯 Bonus: Asking “why” in cross-functional meetings often makes you the most strategic person in the room.
3️⃣ Rewrite it as a problem statement before it hits your backlog, spec, or roadmap.
Before the idea hits your backlog, PRD, or roadmap, take 30 seconds to reframe it. This is where you turn execution into leadership.
❌ Feature: “Let’s add a dropdown filter to the dashboard.”
✅ Problem: “Users can’t easily segment their data, which slows down decision-making.”
This subtle shift signals that you're not just tracking requests, you’re synthesising product direction.
Once you build this habit, share the reframed problem in your standups, PRDs, and strategy docs. Over time, others will start mirroring your language.
Your team begins solving why something matters, not just what needs to be built.
You’ll notice conversations change. Prioritisation improves. And best of all, your product strategy gets sharper without needing more time or meetings
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