Product development sits at the center of consumer goods innovation. It is a long game grounded in continuous improvement, real-time market feedback, and the discipline to revisit even top-performing items. In ideal scenarios, the objective is not only to launch but to refine with intention so organizations can remain agile to market changes and evolving consumer expectations.
“The need for product development and innovation is even stronger now with a rapidly evolving marketplace,” says Chas Fox, CEO and Managing Partner at Micro‑Mark. He believes that structure and curiosity must work in tandem for teams to advance meaningfully. As both an operator and educator, Fox leans on a scientific approach that emphasizes disciplined processes, defined stages of development, and protected time for exploration. Products progress at varying maturities, giving teams room to test, learn, and adjust without losing momentum.
For him, resilient product pipelines are built through consistent, methodical work rather than from bursts of inspiration. He outlines five strategies to help companies accelerate development and strengthen their pipelines.
Building and Sourcing Products
The first strategy begins where many product journeys traditionally start, inside the company. Developing products entirely in-house, from design through prototyping and packaging, allows teams to stay close to the craft. They can experiment, iterate, and push forward with full control, especially in categories where experience runs deep.
The second strategy broadens the narrative. Instead of waiting for inspiration to strike internally, Fox steps into the wider ecosystem. At trade shows, he searches for early ideas—products with potential but not quite ready for prime time. Collaborating with emerging companies to refine or complete development often leads to shared wins, whether through improved design or exclusive rights. “It’s a great way to find a product that’s pretty far along,” he says, noting how frequently established firms overlook these “nearly there opportunities.”
The third strategy takes a more pragmatic angle: bringing ready-to-market products into the fold. While rising marketing costs make this harder than it once was, Fox sees it as valuable when a product aligns cleanly with what customers already want. In the right circumstances, it strengthens an assortment without slowing down momentum.
Expanding Value Through Enhancements and Partnerships
The fourth strategy focuses on add-ons and bundles that elevate existing products. At Micro-Mark, a small arbor saw had been a bestseller for decades, yet its compact size was often viewed as a drawback. After re‑examining the product, Fox’s team reframed its footprint as an asset by creating a modular case system that transformed the saw into a portable, adaptable tool. A once perceived weakness became a selling point.
His fifth strategy involves creating value through external partnerships. Thoughtful brand alignment can amplify the value of even the most established product categories. At Jackson Perkins, a long‑established horticulture brand known for its rose breeding and garden innovations, Fox oversaw the introduction of four to five new roses annually. Traditionally sold for $25, these roses gained significant value when aligned with figures such as Pope John Paul II, Princess Diana, and Nancy Reagan. Supported by royalty agreements and meaningful storytelling, these varieties sold for $125 each.
Managing Through Uncertainty
Today, the most significant challenge facing product development teams is uncertainty. Markets shift quickly, supply chains remain unpredictable, and the global cost of marketing continues to rise. “You can’t just set it and forget it,” he says. Digital marketing alone has become its own development cycle, requiring constant examination and recalibration. This volatility demands leaders who can build resilient product pipelines and organizations that adapt without losing momentum. As competition in consumer goods increases worldwide, companies must be willing to lead rather than react if they want to stay in the game. That leadership hinges on discipline, cross-functional alignment, and an unwavering focus on improving the product at every stage. Increasingly, technology is becoming central to how teams respond to this uncertainty. Tools once viewed as optional are now embedded in the mechanics of development, offering a way to navigate complexity without slowing progress.
The Transformative Role of AI
Emerging technology like AI is increasingly playing a stabilizing role, helping companies stay adaptable and make faster, more informed decisions as uncertainty rises. At Micro‑Mark, Fox’s team leveraged AI to stay competitive in a category central to the company’s identity. Micro‑Mark had sold specialty paints for decades as part of its model‑making and hobbyist assortment, making paint a foundational product for its customers. When the company faced the threat of losing its long-standing supplier, the risk was not just a gap in inventory but a disruption to a category their customers relied on.
A long‑time European paint supplier was acquired by private equity and shifted direction; Micro-Mark risked losing a critical product line. Rather than accept the loss, his team decided to build a paint company from the ground up. They relied heavily on AI to accelerate nearly every stage of development. “Almost every color has a different recipe,” Fox explains. AI helped them learn paint formulation, streamline regulatory documentation, generate content, and support launch planning. The result is now the company’s fastest growing product line, surpassing one million dollars in annual sales with strong customer reviews.
A Culture of Relentless Improvement
If there is a unifying thread in Fox’s philosophy, it is his belief that product development never ends. Success, he argues, can create complacency unless teams deliberately resist it. “It’s easy when you have a successful product to rest on those laurels,” he says. His organizations embrace the Socratic method, asking questions repeatedly to uncover opportunities for refinement.
This mindset has fueled his ability to lead both early stage companies and established brands through reinvention. It is also why he encourages leaders to view product development not as a department but as a discipline that shapes the trajectory of an entire organization.
To connect with Chas Fox, visit his LinkedIn.
