How to align product work to business goals | Corinna Stukan (CEO, Bizzy)

Corinna Stukan, Product Leader and Founder of Fintech marketplace Bizzy, lays out practical advice for connecting your product roadmap to business goals. She explains how a metrics one-pager aligns day-to-day product decisions with company goals, why understanding whether your business is in growth, acquisition or cost-control mode should shape every prioritisation call, and how to frame initiatives so stakeholders see commercial impact, not just better UX.

Key takeaways 
— Be curious about the business model, not obsessive about the accounts. Ask “how does the company make money?” and align work to that simple answer.
— Map metrics top-down. A one-pager linking company goals → product contributions → leading indicators fixes prioritisation and alignment quickly.
— Know the company mode. Growth, acquisition or cost-cutting mode should change your prioritisation and pitch.
— Keep arguments tight: two or three points. Limit slides and arguments so stakeholders remember the key message.
— Share context and invite ideas. Leaders must expose goals; product teams should frame bets against them, not only request resources.
— Steer clear of the attribution game. Many initiatives are joint efforts; focus on narrative and contribution rather than perfect mathematical credit.
— Use LLMs for synthesis, not empathy. Automate aggregation of qualitative feedback and KPI summaries, but practise reading the room and asking discovery questions in person.
— Treat presentations as discovery. Ask what keeps stakeholders up at night, then refine your story for the next meeting.

Chapters
4:00 — Why product people should care about business acumen
6:01 — Organisational causes of weak commercial context for PMs
8:10 — What business acumen means in practice
9:10 — Wake-up story: prioritisation shifted after asking the CEO about revenue drivers
11:05 — Misalignment: company goals vs team OKRs
12:13 — How to run the metrics one-pager and link product to business goals
14:37 — Strategy: where we are, where we’re going, how we’ll get there
15:03 — Encouraging ideas while setting business context
17:01 — Running collaborative bets before creating the roadmap
19:20 — Communicating value: turn “better onboarding” into business impact
22:08 — Avoiding over-attribution and internal attribution fights
23:05 — Example: marketing’s 12 touchpoints and joint contribution to acquisition
24:26 — Practising stakeholder storytelling; where LLMs help and don’t
29:17 — Presentation craft: fewer slides, start with numbers, end with actions
31:03 — Using LLMs for synthesis, not human insight
32:06 — Reading the room: tailoring to numbers people vs story people
33:51 — Final advice: discovery mindset in stakeholder meeting