From interview to A/B test.

Interview findings have a well-known weakness: they’re convincing but hard to measure. Product teams, rightly, ask how much something is worth before changing the roadmap. My answer is to turn the finding into a testable hypothesis.

From finding to hypothesis

At Gameram, I turned interview findings into A/B tests. What people told us became a hypothesis: if the interview shows what gets in the way, changing that point should change the measured behavior.

The test doesn’t replace the interview. The interview says what to test and why. The test says how much.

When the test comes first

It works the other way too. To understand the low adoption of a new feature for finding teammates, I combined a survey of 652 users, 8 interviews and A/B test data. The biggest gap was discovery: 32% of users didn’t know the feature existed.

The test data showed the outcome. The research explained the reason. Read the full case.

What I take from this

• Write the finding as a hypothesis. “If we change this, we expect to see that” makes it clear what to measure.
• Let the interview pick the test. Testing what people said gets in the way costs less than testing everything.
• Go back to people when the number surprises. An unexpected result is a new research question.

A good insight becomes an experiment. And a good experiment goes back to research.

Some details have been omitted for confidentiality.