Foreword As one of the earliest architects of its method and theory, I have been using Jobs-to-be-Done for more than 25 years. It’s helped me create and launch more than 3,200 products and services to date, with many more to come. So it’s a great honor to write the foreword to this book. The team at Intercom started as a student and client of mine a few years back. Seeing how they have applied Jobs-to-be-Done at Intercom since then, they are peers at this point. Their focus on their market, the depth of application of the framework (across marketing, product, research, engineering, etc), and their confidence to make it all public for customers to see, is so impressive. This book should help product managers, marketers and designers understand the causality of product design, sales and continued usage. Jobs-to-be-Done has never been more important, especially for web and software businesses. The low-hanging fruit of correlation and large sample sizes is fast running out. Focusing on the job, understanding true causality, is going to be the only way to get people to switch and use your product. The most intimidating point of building a product is when you stand on the abyss of the unknown. You look forward and see nothing and everything at the same time. Jobs-to-be-Done is the light guiding you and your organization through the abyss. On the surface, the job your product is being hired for appears to be deceivingly simple. As one of the fellow architects of Jobs-to-be-Done theory, Clay Christensen, has said: “In hindsight the job to be done is usually as obvious as the air we breathe. Once they are known, what to improve (and not to improve) is just as obvious.” This book will make it clear the rigor of using Jobs-to-be-Done has a payoff of simplicity. But it takes hard work and collaboration to apply it right. This book is an excellent practitioner’s guide on how to use the theory and methods of Jobs-to-be-Done successfully. Bob Moesta, CEO, The ReWired Group Bob Moesta is President and CEO of The ReWired Group. Along with Clayton Christensen, Professor at the Harvard Business School, Bob was among the principal architects in the mid-1990s of the Jobs-to-be-Done theory. 3