Most Product Managers are financially blind.
We are taught to obsess over “User Experience” and “Velocity,” but we are rarely taught the physics of the business we work for.
We launch features without calculating the maintenance cost.
We request headcount without projecting the revenue lift.
We implement AI because it’s “cool,” not because it improves Unit Economics.
The result? We stay in the engine room, while the Sales and Finance leaders steer the ship.
I am Richard Ewing. I am the author of Product Quarterback, and I have scaled SaaS products to $25M in Annual Recurring Revenue.
I learned the hard way that Code is Cost. Revenue is Reality.
I am rebranding this publication to fill the gap that traditional Product education ignores. We are moving beyond “Frameworks” and into Financial Stewardship.
The New Curriculum
Moving forward, The Product Quarterback will function as an executive briefing on:
The SaaS P&L: How to read it, how to influence it, and how to stop bleeding margin.
Turnaround Strategy: How I cut $5M in cloud costs and restructured a failing product org.
Capital Allocation: How to decide what to build based on ROI, not just “user requests.”
Who is this for? If you are happy managing tickets, this is not for you. But if you want to understand how a SaaS company actually works, from the balance sheet to the board room, you are in the right place.
Richard Ewing is a Product Executive and the creator of The Product Economist framework. He serves as a Strategic Advisor to B2B SaaS organizations, helping leaders audit their roadmaps for capital efficiency and prevent “model collapse” in their business models.
Stop guessing. Start auditing.
Connect on LinkedIn: Richard Ewing (MBA)
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