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AI Foundations Product Management
12 weeks · no prior experience needed

Decide what is worth building. Then find out if it worked.

Twelve weeks on the question every product job turns on: is this worth building, and how would we know? You learn to talk to users without leading them, read what the numbers actually say, choose what not to build, and check afterwards whether you were right.

Join the waitlist See the twelve weeks
12 weeksDiscover, decide, then measure
LiveSmall cohort, taught in real time
ZeroTechnical background assumed
Features shipped
1 in 3
deliver the value expected of them
You finish with
1 decision
taken properly, question to result
Taught live, never recorded
Including the bet that failed
01Why this field

Most of what gets built is never really used.

It is one of the few skills that transfers across every industry without translation, which is why people move into it from everywhere. Public industry figures, each one sourced.

25M Roles needed by 2030 Roughly a third of shipped features deliver the value their teams expected of them. PMI Talent Gap report
Every sector Not one industry Banking, health, logistics and retail all ship products, and all need someone deciding what is worth shipping. PMI Pulse of the Profession
12% Of investment wasted Money spent building features that nobody ends up using, which good product work quietly prevents. PMI Pulse of the Profession
Common route Into management Product is one of the few routes into deciding what a business does, rather than only doing it. PMI career research

Figures describe the industry, not Brixgate outcomes. We are a new programme and we do not have placement statistics to quote yet. When we do, they will appear here with the same sourcing.

A cohort planning work together
You will take a real decision with the cohort Including the part where somebody misses a deadline and you have to decide what happens next.
02What the work looks like

Three decisions. The third one is the lesson.

Every product job is a run of these. Someone asks for something, you work out what is actually true, and you decide. The skill is not having good ideas. It is being wrong cheaply and knowing it early.

Built it

"Let people save a delivery address."

  • Asked by
    Support, who were retyping addresses on the phone all day.
  • Evidence
    Six of eight customers watched re-entered the same address every order.
  • Bet
    Repeat orders rise if checkout stops being a chore.
+14%repeat orders in eight weeks
Cut it down

"We need a full loyalty programme."

  • Asked by
    The CEO, after a competitor launched one.
  • Evidence
    Nobody interviewed mentioned points. Four mentioned delivery cost.
  • Bet
    Test free delivery over a threshold first. Two weeks, not five months.
2 wksinstead of five months, same question answered
Got it wrong

"Add product reviews."

  • Asked by
    Everyone. It was on every roadmap for a year.
  • Evidence
    Thin. It was obviously a good idea, so nobody checked.
  • Bet
    Reviews build trust and lift conversion.
0.4%of buyers left one. Shipped, and quietly wrong

Three decisions, and the third is the one worth studying. Nobody was careless; reviews really were a reasonable idea. The difference is that the first two were cheap to be wrong about and the third was not, because no one asked what evidence would have changed their mind. Weeks five to eight are about making that question a habit.

03Who it is for

If you keep asking why we are building this, that is the instinct.

This is you

Twelve weeks will suit you

  • You are already the person asking who this is for, and what happens if we do not build it.
  • You want a say in what gets built, not only in how well it is built.
  • You are comfortable telling someone their favourite idea is not the next one.
  • You can find five hours a week for three months.
This is not you

Look elsewhere in Foundations

  • You want to run the delivery and keep it on schedule, more than decide what is worth building. Business Analysis & Project Management is the neighbouring twelve weeks.
  • You mainly want the reporting and admin to stop eating your Fridays. AI Automation is six weeks.
  • You are studying for a specific certification exam. We teach the practice underneath them, not the syllabus.
04The twelve weeks

One product decision, taken properly, from question to result.

You take a real product question in the first phase and test it against evidence in the second. We introduce the inconvenient findings deliberately, because a decision that is never challenged teaches nobody anything.

01
Weeks 1 — 4

Finding out what is true

People tell you what they think you want to hear, and usage data tells you what they did without telling you why. You learn to use both, and to notice when they disagree.

  • Interviewing users without leading them to your answer
  • Reading usage data, and what it cannot tell you
  • Separating what people ask for from what they need
  • Writing the question down before hunting an answer
02
Weeks 5 — 8

Choosing, and saying no

The core of the course. You have more requests than weeks, and most of them came from someone senior. Deciding is the job; defending the decision is the part nobody teaches.

  • Prioritising against evidence rather than volume
  • Telling someone senior their idea is not next
  • Cutting an idea down to the cheapest honest test
  • Writing down what would change your mind
03
Weeks 9 — 12

Measuring, and AI

Synthesising interview notes and sifting usage data is exactly the work worth handing to AI, so we do. The judgement about what it means stays yours.

  • Choosing the one number that answers the question
  • AI for synthesising interviews and sifting usage data
  • Where a good-looking number is misleading you
  • Saying plainly that a bet did not work
05What you leave with

A decision you can defend, and the evidence you used to reach it.

01

A decision record

The question you asked, the evidence you gathered, what you decided and why, and what actually happened once it shipped.

02

The nerve to say no

You will have told a room that a popular idea is not worth building, with the evidence to back it. That rehearsal is most of the job.

03

A way of being wrong

Testing an idea in two weeks rather than five months, so being wrong costs a fortnight instead of a quarter.

Jira Asana Trello Notion Claude

Every employer uses a different one. We teach on free tiers and focus on what does not change when the tool does.

06Cohorts

When the next one runs.

Cohorts are kept small on purpose. Dates below come straight from our scheduling system, so what you see here is what is actually open.

07FAQ

Questions people
actually ask

Still unsure? Message us on WhatsApp and a human will answer.

Waitlist

Places go to the list first.

Cohorts are small on purpose. When the next Product Management intake opens, the waitlist hears before the site does.

Dates, timetable and pricing sent before they go public.
First refusal on seats in the next cohort.
No commitment, and nothing to pay to hold your place.

We only use this to tell you when Product Management opens. No newsletter, and you can ask us to remove you at any time.

You are on the list.

We will email you the dates, the timetable and the pricing for the next Product Management cohort before any of it goes on the site.

08The rest of Foundations

Deciding what to build sits next to building it.

Business Analysis decides what gets built. This one gets it done. Plenty of people take both.