How do you run product and B2B for four software products at once?

I run product, operations and B2B for four products across two companies. At GOGOGO LLC that is Goddo, our AI image and video app on iOS. At GOTONOM, the independent sister company in Istanbul, it is GoPeople, GoVista and GoTrack. My brother Atakan owns the engineering side of all of them. People ask how that does not fall apart. The honest answer: it is less about time management and more about using one playbook everywhere.

How do you split the work between two founders?

Equal partners, different lanes. We agreed on it on day one in 2023 and we still hold the line: Atakan is the engineering brain, I am the operating brain. Product direction, customers, pricing, hiring and partner conversations sit with me. Architecture, code and infrastructure sit with him.

The lane is not a wall. I read the technical plan, and he joins a customer call when a question needs him. But every decision has one owner, and both of us know who it is before the meeting starts. Most of the friction I have seen in small companies comes from two capable people who both think a decision is theirs.

How do you give four products the same operating rhythm?

The same rules run on every product, so switching between products does not mean switching how I think. The ones that matter most:

• Ship every week or explain why you didn't. Weekly shipping is the smallest unit of trust between product and customer. It also shows quickly when a product is stuck.
• If it's not on a dashboard, it isn't a metric. Anything we say we will measure has to live on a board the team sees every day. For our game GoTasty, for example, we built an internal dashboard on top of its analytics before the first public release, not after.
• Roadmaps are commitments, not wishlists. Three things this quarter, two next, and the courage to say no to everything else.
• Customer support is product feedback. Tickets are read in the standup. Nothing cuts noise faster.

None of these is clever. The point is that they are identical across products, so a Monday review of GoVista and a Monday review of Goddo ask the same questions.

How do you decide which product gets your time?

I plan the week as fixed slots, one per product, before anything else goes into the calendar. Customer calls go into the slot of the product they belong to. Urgent things still happen, but they have to push something visible out of a slot, which turns the trade-off into a decision instead of an accident.

When two products want the same week, I ask a plain question: which one has a customer waiting on a promise we made? Promises beat ideas. After that, the product with the clearest next step wins, because a clear step gets shipped and an unclear one gets discussed.

What changes between consumer and B2B products?

The playbook stays; the job changes. Goddo is a consumer app: the work is a delightful first five minutes, an honest pricing story and a roadmap that earns the next download. GoPeople, GoVista and GoTrack are B2B: the work is making them simple enough for a buyer to roll out tomorrow and rigorous enough to survive procurement, an audit and the person who has to run them every day.

In B2B, most of our customers come through direct conversations, and I am usually the first call. That changes how I spend my time: more listening, more written follow-up, and pilots with a pass or fail definition agreed before they start. The pricing side of those conversations has its own post: how a small team should run a B2B pricing conversation.

What does a week built on these rules look like?

Put together, the rules give the week a simple shape. It starts with the same review for every product: what shipped, what the dashboard says, what customers asked for and where the quarter's commitments stand. The rest of the week follows the slots. Calls, pricing and partner conversations happen inside the slot of the product they belong to, and the follow-up is written the same day. At the end of the week, each product answers one question: did it ship, and if not, do we know why?

It is not impressive on paper. What it buys is that four products get the same quality of attention, and no product goes quiet for a month because another one was louder.

How do you keep the companies and the products apart?

Carefully, and in writing. GOGOGO LLC and GOTONOM Yazılım Teknolojileri A.Ş. are independent sister companies; neither is the parent or subsidiary of the other. Their founders differ, each product has its own site and its own customers, and every number belongs to one product. When I talk to a customer, I say which company they are working with. It sounds obvious, but with shared founders it is exactly the kind of detail that blurs if nobody owns it.

What would I tell someone running several products?

1. Write one playbook down and use it on every product.
2. Give every decision one owner before the meeting, not after it.
3. Book a fixed weekly slot per product, and make urgent work push something out where everyone can see it.
4. Put every metric you care about on a dashboard the team sees daily.
5. Decide pricing early, and treat it as a feature you keep shipping.

If you run a multi-product company and want to compare notes, I run my own inbox. The story and now pages on this site have the rest.