01
Problem and crux
I led about six Product Management cohorts at CodeOp, usually with ten participants. Early cohorts gave learners solid theory, but their goal was a career transition. The programme needed to build practical capability.
02
Assumptions to test
I expected realistic practice and specialist feedback to close the gap between understanding a concept and using it at work. I also expected direct contact with experienced Product Managers to give participants a more useful professional network. Course feedback and NPS provided the clearest signal of whether the curriculum itself had improved.
03
What I did
I identified the practical topics participants would need in their first Product role. For each topic, I recruited working specialists, including Product Managers at companies such as Amazon and Expedia. I worked with them to turn real professional situations into a case study for every lesson.
Participants learned directly from experienced practitioners and built relationships beyond their immediate cohort. Feedback from each group informed the next version of the curriculum.
04
Evidence and result
The rewritten curriculum improved the course's NPS, providing a direct signal that participants found the programme more valuable. The following cohort also had strong career outcomes: around 80% of participants found relevant work within two to six months.
I treat these as two separate results. The NPS improvement is directly linked to the curriculum change. The job-placement rate reflects the success of the wider course and cohort, not the rewrite alone.
05
Relevance to AI safety operations
Fellowships and field building programmes should be judged by the capabilities and actions they produce. I bring experience tracing a programme from activities to downstream outcomes and updating delivery when the evidence is weak.