At SpiceFactory, we've spent the last decade building software, and along the way, we've learned that great products aren't born from just great code, they're the result of a team that deeply understands why they're building it. It’s the difference between coding features and crafting solutions.

You've likely seen it: the typical outsourcing model, where developers are essentially hired as "hours," not as partners in your product's success. We believe in a different approach. We believe in empowering our team to act as product leaders, not just as individual contributors.

The "Ownership" Gap

The traditional agency model often leads to a frustrating dynamic for both client and agency. The client dictates every feature and the team executes. While this can deliver a product, it doesn't always deliver the best product. There's a disconnect when the team lacks the context, the 'why' behind the build, and a sense of true ownership. 

This can lead to:

  • Features that miss the mark: When teams execute without understanding the user's needs or the business goals, the resulting product may not solve the right problems.
  • Lack of innovation: Ideas that come from the frontlines are lost when teams are just asked to do and not suggest.
  • Reduced passion and motivation: Simply following instructions, without feeling a connection to the product's overall success, leads to disengagement.

Diving Deeper into Product Ownership

Let's talk about what product ownership actually means, because it's more than just a buzzword. It's the difference between a team that passively executes instructions and one that actively shapes a product's success.

In a typical agency model, the focus is often on delivering features according to a specification. The team receives a list of requirements, codes it up, and moves on to the next task. This can be likened to a construction crew following blueprints: they’re vital for execution, but their input on the design and purpose is minimal.

Where this Model Falls Short

Lost Opportunities: Imagine a scenario where a team is building a feature for user registration. They implement the provided design, without questioning its usability or the underlying business goal. A product-owning team, however, might observe that users are dropping off during signup and propose a simplified registration flow to improve conversion. In an outsourcing model they would have just coded the design. The opportunity to improve the flow would have been lost.

Lack of Adaptability: A client asks for a new button on a page. A traditional team adds the button, even though it might not serve the user's needs or fit well into the design. An owning team would ask - "why do you need this button", "is there an easier way for the user to complete their task". They'd push back with better options, or alternative approaches to solving the core problem.

Missed Potential: The client wants a new dashboard. The outsourced team builds the dashboard according to the specs. A product owning team asks - "what problems are you trying to solve with this dashboard?". They challenge the status quo and help the customer define the problem they want to solve. This may result in not needing the dashboard or creating a simpler solution.

What Product Ownership Looks Like at SpiceFactory

At SpiceFactory, product ownership means:

  • Understanding the User: We're not just building for a client; we're building for the end-user. We dig into user research, analyze behaviors, and ensure that every feature serves a purpose. We ask questions such as: Who is the user? What are their pain points? What needs do they have?
  • Contributing to the Roadmap: Our teams don't just build what's on the roadmap, they actively contribute to it. They look for opportunities to improve the product and prioritize efforts based on business goals and user value. We ask questions like: Is this the most important thing to build? Is there a better way to achieve the same outcome?
  • Taking Responsibility: It means taking pride in the entire product lifecycle. Our team sees their work as part of a bigger picture. They take ownership of the outcome. They feel responsible for the success of the product and for the results it generates. We ask questions like: Are we building the right things? Is the user getting value? Are we achieving our goals?
  • Challenging Assumptions: We don't just accept requirements at face value. We question the logic, look for alternative solutions, and ensure that we are building the right product in the right way. We ask: Why are we doing this? Is there a different approach that might work better?

Cultivating Product Leadership

So, how do we at SpiceFactory nurture a culture where our team feels ownership? It's a multi-pronged approach that revolves around empowerment and shared purpose:

  • Deep Dive into Discovery: We don't just accept briefs. We invest time in understanding our client's vision, their user, and their goals. We ask questions and challenge assumptions to ensure that the "what" is firmly based on the "why". This isn't just about discovery for us; it is about discovery for the whole team so everyone has the same level of understanding.
  • Fostering a Culture of Learning & Collaboration: We encourage every team member, regardless of their role, to ask tough questions and contribute to shaping the direction of the product. Our designers challenge engineers, our engineers suggest improvements to the product roadmap, and our product managers listen and act as facilitators. This level of collaboration leads to a higher standard of value and quality.
  • Empowering Decisions: We trust our teams to make key decisions within their areas of expertise. We believe that our teams are the closest to the product on a day to day basis and they will understand best the consequences of certain decisions. We also create a safe environment that allows everyone to learn from their mistakes.
  • Continuous Feedback & Iteration: We embrace feedback loops, not just from our clients, but from within our team. This ensures that the product is continually improving and reflecting the best ideas from everyone involved. We use the feedback to iterate and refine our understanding of the product.
  • A Focus on the End-User: We stress the importance of building products for real people and not just technology. This approach makes the work more human, relatable, and meaningful for the team. We have regular user feedback sessions and we emphasize that the product needs to solve a real problem that someone has.

The Difference It Makes

When a team operates with a sense of product ownership, you don't just get code; you get solutions. You get a partner that is fully engaged, a team that's as invested in your success as you are. This translates into more innovative, usable, and ultimately more successful products.

We believe that working with us is not about hiring developers per hour; it's about gaining a product development partner that cares about the product as much as you do. It’s about having a team that’s invested in your success. If that's what you're looking for, let's talk.