JP Morgan PM: How Do You Define and Track KPIs?

I follow a top-down approach. First, I align KPIs with business objectives — if the company goal is growing digital banking adoption, my product KPIs should measure that directly, not just feature usage. I define three tiers: a North Star metric (e.g., monthly active digital banking users), 3-4 driver metrics that influence the North Star (onboarding completion rate, feature activation rate, session frequency), and 5-6 health metrics (error rates, latency, support ticket volume). For each metric, I set targets using historical baselines and industry benchmarks. I track these in a weekly dashboard reviewed with the team and do a monthly deep-dive with leadership. The most important practice is acting on metrics — when our onboarding completion dropped from 78% to 65%, I immediately launched a user research sprint, identified three friction points, and we recovered to 82% within six weeks.