You’ve built an AI product. Now get people to actually use it.
I help seed-stage AI founders find and fix why their product isn’t getting traction, so they can walk into their next board meeting with the numbers they need for their Series A.
Ian Randolph
AI product leader · behavioral scientist
- 15years in product
- 8zero-to-one AI products
- 7industries
- 5raises generated
- 2exits, including Trainline’s £2Bn IPO
- 1book authored, Sculpt the Future
“Ian analyzed the data and led the pivot from a SaaS we’d struggled to sell to an AI CFO, a vision that got us funded and a product that now has over 100 paying customers and growing.”
My point of view
Traction is a behavior change problemMost startups fail because they don’t understand the behavioral science driving their users’ decisions.
Your users tell you they want it. They sign up, they nod in the demo, and then they don’t come back.
So you build more features, you try growth hacks, and you may even run some experiments. But the numbers still don’t move, and now there’s a board meeting and no traction to show.
I’ve seen this play out again and again over the last 15 years, and it’s even worse today: AI can make almost anything – but it can’t make people want to use it.
Behavior change is the essence of traction, yet virtually no founding teams have access to the behavioral science expertise they need to design enough winning experiments before they run out of shots on goal.
Your options
Seed-stage founders are under pressure to find traction fast. But when users aren’t sticking and the reason isn’t clear, every wrong product decision costs time, money, and momentum. What you need is a reliable way to diagnose the real problem – and solve it quickly.
- Accountable over the long haul
- Months to hire and ramp, and you don’t have that time
- Consumes a big part of your runway and your cap table
- Inexpensive
- Capable hands to run execution
- Lacks the experience to make the right strategic calls for product-market fit
- Expensive in time to get them to net-positive productivity
- Senior expertise without the commitment of a full-time hire
- Very few have the behavioral expertise to solve it fast enough
- Cheap (for now)
- Instant answers
- Strategic questions often get trendslop answers
- Endless output wastes your time without the domain expertise to sift signal from noise
- Your best builders already know the product and can have an immediate impact
- Often too close to the product to see why a stranger won’t adopt it
- “Push harder” usually just produces more features (the build trap), not a behavioral diagnosis
Why me
AI × Behavioral Science × Product Craft
My background enables me to root-cause behavior-change problems in AI products and ship solutions fast.
AI product
- Shipped 8 zero-to-one AI products, including:
- The world’s-first AI CFO – €2M raise, early product-market fit with 100+ paying users
- Behavioral AI influencer profiling tool – £3M raise, boosted ROI by 30–300%
- AI life coach and psychometric profiling products – exited to Nielsen
- Six novel AI features on a global rail retail platform – £2Bn IPO
Behavioral science
- BSc Cognitive Science, Yale (summa cum laude)
- MSc Decision Science, LSE (#1 in program)
- DARPA-funded research into how beliefs spread online
- Taught behavioral science at LSE
- Peer-reviewed researcher in AI psychology and ethics
Product management and leadership craft
- 15 years shipping across the full lifecycle, pre-seed to enterprise IPO
- Seven industries: fintech, health, adtech, HR tech, travel, retail, martech
- Author of Sculpt the Future – an Amazon 5-star-rated primer on product fundamentals
- Featured in Marty Cagan’s Transformed
Testimonials from former clients and colleagues
Ian is the real deal – a thoughtful leader, a passionate innovator, and a genuinely wonderful human being.
Read the full recommendation
Ian is the real deal – a thoughtful leader, a passionate innovator, and a genuinely wonderful human being. He’s a deep, insightful thinker: the type of person who comes to every meeting thoroughly prepared, having already identified the best path forward. He holds strong convictions, but wears them lightly – he remains humble and open to others’ ideas, truly listening and valuing everyone’s input, ready to follow the evidence if it points in a new direction. His authenticity, empathy, and passion for making a difference have undeniably influenced my own beliefs around good leadership, and I feel very lucky to have learned from his example.
Plain and simply, Ian is the best Product Owner I have worked with. The choice to place Ian in charge of product will always be a no-brainer.
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Plain and simply, Ian is the best Product Owner I have worked with. I saw him diving into and obsessing over the project, and consistently being able to guide and motivate a large development team without getting lost in technical details or generating friction within the team. For the development team, Ian was the driving force of progress, the source of purpose and motivation, and the constant lead on how to improve. As an engineer and as a consultant, I’ve seen many different forms of collaboration for product development, and I don’t know what the perfect recipe is, but for me, the choice to place Ian in charge of product will always be a no-brainer.
Working with Ian has been life changing for me. He is kind, trusting, articulate, and fearless.
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I owe so much to Ian, and working with him has been life changing for me. He is kind, trusting, articulate, and fearless. He has a passion and enthusiasm that few can match, and his ability to make work fun is like nothing I have ever encountered before. He is a master of company culture. An excellent speaker with a knack for a killer metaphor, he has charisma by the bucketload and will turn it in service of a product in a way that is natural and authentic. He lives product development – everything about his leadership seems organic and unforced. Not to mention his vision, or writing skills, or his competency in data science, or knowledge in psychology … I could go on. In short, Ian is himself, and he will teach your team how to find themselves in their work.
Ian is a superstar… One of his strengths that stands out is his ability to listen and easily apply different approaches and techniques to convert challenges into opportunities.
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Ian is a superstar – those who have worked with him will agree, I am sure. We worked closely together on a number of key initiatives at Trainline. Ian’s knowledge and understanding of product management is no doubt his strong asset. One of his other striking talents is his natural ability to fuel everyone with the energy and enthusiasm he always carries with himself. Very few people possess the right balance of caring for the team whilst leading it in the right direction with the right spirit. Ian is one of them, and I am really proud to have witnessed that. He is a natural orator and speaks so eloquently that you would never want to miss his presentation or talk. Ian coached me through my transition phases at Trainline. One of his strengths that stands out is his ability to listen and easily apply different approaches and techniques to convert challenges into opportunities. Ian will be a solid addition to any product/technology organization, and I do hope our paths cross again in future.
Personally, I have immensely enjoyed and learnt a lot working with Ian, especially how he brings psychology into the workflow, from microcopy decisions right through to complex UI.
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Ian is a powerful force of energy, an analytical thinker, a great communicator, and a creative, mixed into an awesome product owner. What’s evident is that he really cares about the team around him and empowering them to achieve on a personal and product level. Ian’s not afraid to try new techniques, from facilitation in workshops and requirements gathering to team rituals and team-health metrics. Personally, I have immensely enjoyed and learnt a lot working with Ian, especially how he brings psychology into the workflow, from microcopy decisions right through to complex UI. Any team would be lucky to have Ian!
It’s hard for me to find words to describe how amazing Ian is.
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It’s hard for me to find words to describe how amazing Ian is. He is the most nurturing and caring person I’ve worked with, making everyone around him fueled by his energy and good spirit. Ian is very organized, a hands-on contributor, and leads the direction of products or projects well. I really admire how he excels at delivering presentations, whether to the smaller team or to large audiences, and even more importantly how he can easily engage clients. I enjoyed working with Ian, and if our career paths meet again, I will be glad to have him on my team.
How I work
Three steps to getting the traction you need for your Series A
Free 30-minute intro call
We find out if we’re right for each other.
Free 45-minute deep dive call
We go deep and form a first hypothesis.
21-day Adoption Sprint
- Week 1: internal ground truth and customer research objectives
- Week 2: customer interviews and diagnosis validation
- Week 3: a focused sprint that puts the right prescription in motion
What I do
Flagging traction is a symptom with varied causes, and the prescription depends on the diagnosis:
Feature gap
The product is good and people get it, but the product experience doesn’t move the user to adoption.
Prescription: Design Sprint.
Positioning gap
The product is good, but people don’t yet understand why it’s for them.
Prescription: Positioning Sprint.
Foundation gap
The product itself isn’t compelling enough to move anyone. It needs rebuilding around something that is.
Prescription: Foundation Sprint.
Most advisors specialise in one of these, fit your problem to their tool, and run it by the book. I diagnose first, prescribe what you actually need, and tell you the truth about how deep it goes. After fifteen years I know what actually moves people, and it’s not always the quick fix.
FAQs
Questions you may be asking
Isn’t this a distribution problem? We just need more users.
Treating traction as a numbers game is a trap. People are not numbers. Every person exposed to your product chose to engage or not, and the cognitive process which led to that choice is your gameboard. More volume will not fix a leaky bucket, and you don’t need much volume to know you have one. On the free Deep Dive we look at your numbers together, and if you truly don’t have enough data yet to tell if the product is working, I’ll tell you, and you’ve only lost the hour.
Won’t the next feature fix it?
This is the build trap in action, and every founder I’ve worked with has fallen into it at some point. Shipping more of what customers say they want almost never works, for three reasons:
- Survivorship bias: users who love your product now may not represent the much larger market of non-users who’ve never experienced it.
- Expertise gap: customers reason from their experience, so they mainly ask for what they’ve seen from others, not what they actually need.
- Feature fixation: it assumes more features will somehow fix the problem, when there are many other possible causes, including targeting, pricing, positioning, or even too many features.
The Adoption Sprint zooms out to consider all of these potential causes deeply.
Why couldn’t we just figure this out ourselves?
You probably could, given enough time. But startups are a race against time, where the fastest win. Most startups fail because they run out of money before getting significant traction, and because you can’t be good at everything, you need all the help you can get.
But shouldn’t we just figure this out ourselves? Isn’t this a core competency?
I’m not just here to do it for you. You will be taken along every step of the journey and left with not only a clear direction towards traction and product-market fit, but also a playbook you lived through for doing this yourself. You will be equipped to run your own adoption sprints whenever you face a behaviour change challenge, so you will be left upskilled, not demoted.
Why not just hire a CPO?
That’s a year and a six-figure salary to answer a question I can answer in three weeks. I’ve sat in that chair three times, so I know exactly what you’d be buying. A CPO is a seat you commit to for years; this is a fix for one specific, expensive problem. Run the sprint first: you either fix traction without the hire, or you walk into the search knowing exactly what to hire for. That’s the difference between a great CPO hire and an expensive mistake most founders make (three times, I was hired in to replace a former failed CPO).
Let’s find out if I can help.
Book a 30-minute call. Tell me what’s not landing, and I’ll tell you straight whether I can help. No pitch.
or email ian@ianrandolph.com