Over the past five years, the Fivetran product organization has grown significantly in size, scope, and ambition. What started as a tight-knit team focused on bulletproof connectors is now a global group building enterprise-grade security, performance, extensibility, and automation across the data integration platform.
As our responsibilities have expanded, the way we work has evolved. Today, our product team operates through a shared set of norms, principles, and systems that keep us aligned, fast, and grounded in what matters most: delivering customer value.
Here’s a look at how the Fivetran product team gets it done in 2026.
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Our mission
As we grow, it’s important to stay grounded in a clear mission: to make access to data as easy and reliable as electricity.
That mission now spans:
- Global-scale reliability
- Enterprise-grade performance and security
- Integrated transformations
- A deeply extensible ecosystem
This mission is the north star shaping how we plan, prioritize, and execute.
Company values
Our company values aren’t just slogans on a slide — they show up in how we build products every day.
- 1 Team 1 Dream means we operate as a truly cross-functional team. Product council creates a shared space for debate and alignment, PMs partner deeply with Engineering, Design, Analytics, and GTM, and success is measured by shared outcomes — not individual wins.
- Get Stuck In reflects our bias toward action and ownership. PMs are single-threaded owners of their areas, expected to go deep on customer context, data, and tradeoffs. We encourage early exploration, fast iteration, and direct engagement — paired with clear accountability.
- Do the Right Thing guides how we make hard decisions. From security and governance to roadmap tradeoffs and feature deprecations, we prioritize long-term customer trust and platform health over short-term wins. Frameworks like revenue-weighted feature usage (RWFU) and rigorous product council reviews help keep decisions principled and transparent.
Together, these values are reinforced by our product department norms, product council process, and outcome-based measurement — making strong collaboration, ownership, and integrity the default.
Product department norms
To operate consistently across a much larger organization, we’ve also codified product department norms — the shared commitments that guide how we think, decide, and collaborate.
1. Customer-centric
We prioritize our customers by deeply understanding their needs and delivering solutions that produce customer value.
2. Curious and innovative
We approach problems with curiosity and creativity, continuously challenging our assumptions, exploring boldly, and seeking better ways to solve our customers' problems.
3. Data-driven
We use data to inform our decisions, experiment, and practice intellectual honesty by embracing facts — even when they're uncomfortable.
4. Kind and candid
We communicate with respect and directness, assume positive intent, support each other, and act with unwavering integrity.
5. Resilient and committed
We show grit in the face of challenges, bounce back from setbacks, and commit fully to decisions—even when we disagree.
These norms clarify how we evaluate tradeoffs, collaborate across functions, and act decisively.
Product council: How we ensure quality, alignment, and rigor
Product council is a core part of how we maintain quality and alignment as the team grows. It’s a weekly forum where we review major initiatives, debate strategy, and pressure-test product requirement documents (PRDs).
Purpose of the product council
- Strategic alignment: ensuring each initiative supports the broader vision and strategy.
- Cross-functional collaboration: tapping into diverse expertise and perspectives.
- Higher-quality requirements: improving clarity, consistency, and completeness of PRDs.
What gets reviewed
- Product strategy & vision
- PRDs and major feature proposals
- Feature deprecation decisions
- Research & design explorations
Product council reinforces our product norms by:
- Embedding customer-centricity early in proposal reviews
- Challenging assumptions to ensure curiosity and innovation
- Using data and RWFU to drive outcome-based decisions
- Creating a forum for kind and candid debate
- Ensuring PMs can move forward with resilience and commitment once decisions are made
It’s one of the main ways our culture scales with the team.
Objectives, metrics, and ownership
We believe the best way to evaluate success is to measure it. Clear, measurable objectives help teams focus on what drives the most value for customers.
Revenue-weighted feature usage (RWFU)
As outlined in a previous blog post, one of the biggest improvements to our discipline is the adoption of RWFU, which evaluates whether features are actively used by our largest customers.
RWFU helps us:
- Prioritize the right investments
- Avoid building for edge cases
- Catch slow adoption early
- Tie product work directly to value creation
- Reinforce a culture of outcome-focused product management
RWFU is now a key part of planning, goal setting, and quarterly product reviews.
PM ownership
Each PM owns the success of their area, with clear success metrics and north stars. These typically include:
- Product health: adoption, RWFU, reliability, NPS, partner success
- Business value: ARR drivers, margin impact, platform utilization
These metrics shape roadmap decisions — and product council ensures success criteria are clear before work begins.
Come join us
Do you want to join a growing product team? Learn more about open roles at fivetran.com/careers.
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