We ground our success/failure in numbers
Egos and opinions are checked at the door; the analytics dashboard is the ultimate source of truth.
Pillar 03 · Measurement — how that pillar runs day to day
We don't run on feelings.
We run on Metrics.
Intuition and opinions are checked at the door. We ground every success or failure in numbers, and we justify every decision — every pivot, every feature drop, every launch — with evidence, not conviction.
Digital future. Made in Europe.
Why numbers, not feelings
The Measurement pillar, in full — this page is what it looks like in practice.
We look for objective measures rather than intuition
Gut feelings are a great starting point for hypotheses, but we wait for the hard metrics before we double down.
We justify decisions based on data
Every pivot, every feature drop, and every launch is backed by undeniable evidence from the real world.
Pirate Metrics
Nicknamed AARRR for its five stages — the one funnel every product runs through. Every product we ship is measured the same way, and judged by the same five numbers. No exceptions, no house favourites.
Acquisition
How do people find us, and through which channel? Every source is tracked, ranked, and either doubled down on or cut — no channel survives on our affection for it.
Activation
Do they reach the moment the product actually earns its keep? First real value delivered, measured in minutes, not in whether onboarding felt nice.
Retention
Do they come back without being chased? A product that isn't used again is a product that doesn't exist, no matter how many people once downloaded it.
Referral
Do they tell somebody else? Word of mouth is a number we track weekly, not a compliment we quietly enjoy and forget to log.
Revenue
Will they pay, and keep paying? The one vote that can't be faked by a survey, a launch-day spike, or a founder's optimism.
Every one of the five gets a number, a target, and an owner. If a metric has no owner, it doesn't get tracked — it gets fixed.
What we refuse to do
The habits we don't allow ourselves, on principle.
We don't keep a feature because someone on the team loves it
Affection for our own work is not a metric. If the numbers don't move, the feature goes, no matter whose idea it was.
We don't greenlight a launch because it "feels right"
A feeling is a hypothesis, not a result. It ships as an experiment, and the funnel tells us afterward whether the feeling was earned.
We don't let the loudest opinion in the room win the argument
Conviction is not evidence. Every debate has the same tie-breaker: what does Acquisition, Activation, Retention, Referral or Revenue say?
We don't call anything a success until the numbers say so
A busy launch day is not a result. We wait for retention and revenue to speak before we celebrate — applause is not a metric either.
We don't chase a metric that doesn't roll up to revenue
Vanity numbers are a distraction with good lighting. If a metric can go up while the business gets worse, we stop reporting it.
Where this leads
We don't argue about what worked. We measure.
Pirate Metrics turns every product decision into a shared, checkable fact instead of a matter of taste. That's the whole point: not more data for its own sake, but fewer arguments that can't be settled.
Acquisition Activation Retention Referral Revenue