Dima Rodionov

Teams spend months building a product, so they naturally think in features, architecture, and release plans. Customers approach it from a different angle. They want to know what problem the product solves and why they should choose it. I spend a lot of time translating product decisions into language that customers understand without stripping away the complexity behind them.

I spend more time asking questions than writing. Customer interviews, sales calls, support tickets, roadmap discussions, and competitor research often reveal a different story than the product brief. That's where the strongest messaging usually comes from.

People form an opinion about a product long before they create an account. The language they see on the website should match what they find after signing in. When product messaging reflects the actual experience, customers spend less time adjusting their expectations and more time learning about the product.

I rarely write about a finished product. Instead of reconstructing the project months later, I’m keeping in touch with designers, devs, and the C-suite to describe decisions while the context is still fresh. That gives me a small unfair advantage. By the time the product launches, I already understand the reasoning behind the work, which makes the final story far more accurate.

I assume readers already have a question before they open the page. They might be evaluating vendors, researching a solution, or trying to understand how something works. My job is to answer that question without making them work through unnecessary jargon or marketing language.