Craft has become our central product system of record. We use it to connect strategy to execution, and it gives visibility across exec, product, engineering, and go-to-market teams without me rebuilding the same story in five different decks.
The roadmap functionality is a big win. I used to spend hours maintaining PowerPoints for different audiences. Now I can tailor views for board, leadership, or customer conversations directly in Craft and know it’s pulling from the same underlying work. That alone has saved a meaningful amount of time.
I also appreciate how flexible it is. We’ve customized fields to align with our intake process, strategic pillars, and value streams, and it supports the way we think about work without forcing a rigid framework. And the Craft team has been strong partners. Our CSM has been responsive and proactive, which matters when you’re scaling product discipline in a growing organization. Review collected by and hosted on G2.com.
The hardest part hasn’t been the tool. It’s the change management. Getting a team to truly treat any system as the single source of truth takes repetition and reinforcement. We saw some usage drop after onboarding and I had to be intentional about tying roadmap reviews and strategic conversations back to Craft.
There’s also still some workflow tuning happening on our side, especially around backlog hygiene and prioritization. Craft gives you flexibility, but that means you need to be clear about your own governance. As our product processes mature, we’re continuing to refine how we use it to support that. Review collected by and hosted on G2.com.
