Making the Go/No-Go Call on a New Product Idea at Remitly

Your team at Remitly is considering a new product. How would you decide whether it is worth launching? ```hint Set the bar before the evidence Agree on what "worth it" means for this company, and which result would make you walk away, before you start gathering evidence for the idea. ``` ### Clarifying Questions - Is a specific product on the table, or should I lay out how I would judge any proposal? If it is specific, what is it? - Is it aimed at Remitly's current senders and recipients, or at a segment or market Remitly does not serve today? - What counts as worthwhile to leadership here (revenue and margin, retention of existing customers, or strategic position), and over what time horizon? - Does the product require anything slow or hard to reverse, such as new licenses, banking partners or regulatory approval? ### What a Strong Answer Covers - A defined decision with success and stop criteria agreed before any evidence is gathered - Evidence that a specific customer segment has a real, frequent problem, and why Remitly is well placed to solve it - Opportunity sizing and unit economics, including cannibalization, compliance and fraud costs, and the opportunity cost of the team - A sequence of cheap tests that retire the riskiest assumptions before a full build - A clear go, iterate or stop recommendation, and the post-launch signals that would reverse it ### Follow-up Questions - Customers love the product in a pilot, but each user loses money at current volumes. What do you recommend? - How would you choose between this product and putting the same team on the core money-transfer experience? - What would make you shut the product down after launch, and how would you get agreement to do it?