Knowing When to say goodbye?

Knowing when to say goodbye

One of the most under appreciated, and undervalued, skills in product management is knowing when to let go. Sunsetting a product or feature can feel like failure, but in reality, it’s often a smart, strategic decision that opens the door to focus, innovation, and customer-centric growth. In my career I’ve seen — and been guilty of myself — sunsetting decisions either avoided or mishandled, not due to lack of skill, but due to a lack of process, confidence, or alignment.

I want to help you recognize the signs that it’s time to sunset a product or feature, and more importantly, guide you through how to do it thoughtfully, with both business impact and customer experience in mind.

Why Sunsetting Matters

Let’s be clear: every product or feature has a lifecycle. Some live for years and evolve through multiple iterations. Others serve a niche purpose for a season and then fade away. The challenge is not in acknowledging that end-of-life is inevitable; the challenge is knowing when that moment has come and having the courage to act on it.

When product managers avoid or delay sunsetting decisions, the consequences add up:

• Wasted engineering and support resources

• Cluttered user experiences

• Inconsistent product strategy

• Slower delivery of high-priority initiatives

Saying "no" is hard. But every “no” to a dying feature can be a “yes” to something more valuable.

Signals It’s Time to Sunset

Here are some of the most common signs that a product or feature may be ready to retire:

1. Declining KPI Trends

Usage is the clearest indicator of product-market fit over time. If your analytics show consistent, long-term declines in active usage or engagement, especially despite attempts to revive it, that’s a strong signal the value isn’t there anymore. However, don’t overlook other KPI’s and the targets you set for them. If the product is not performing to your expectations, and your customer interviews indicate there’s nothing specifically wrong with the feature, this should be a clear call to attention for you.

Ask:

• Are users finding this feature on their own?

• Are they returning to use it again?

• Are they achieving meaningful outcomes with it?

• Are they meeting their goals using different features?

• Have user's needs or goals changed?

2. High Support Burden, Low Value

Features that generate a disproportionate number of support tickets, complaints, or documentation needs — especially when they’re not tied to revenue or retention — are strong candidates for sunsetting.

Ask:

• What percentage of support time goes to this feature?

• How often do we have to explain or defend it?

• What is the return on maintaining it?

3. Strategic Misalignment

Even if a feature is used by some customers, it may no longer align with your core value proposition, business model, or future roadmap. Holding on to legacy features for a small group of users can hurt the broader customer base.

Ask:

• Does this feature support where the product is going?

• Would we build this again today?

4. Internal Avoidance

A subtle but powerful indicator: when no one internally wants to own or improve a feature. It’s the one that gets skipped over in planning meetings, the one that doesn’t spark excitement or ideas.

Ask:

• When was the last time this feature got attention?

• Do any team members advocate for it?

5. Negative Customer Feedback

Pay attention to customer feedback. Persistent negative feedback about a product or feature indicates that it may not be providing enough value to justify its existence.

Ask:

• Is CSAT or NPS trending up or down for this feature?

• Have multiple iterations of this feature been tested / tried with customers in the past?

• Are negative comments significantly outnumbering positive comments?

A Framework for Making the Call

Sunsetting isn’t an emotional decision — or at least, it shouldn’t be. Here’s a simple framework you can use to assess whether a feature should be sunset:

1. Data – Review usage, retention, and customer feedback.

2. Cost – Quantify the cost of maintenance, support, and opportunity loss.

3. Strategic Fit – Evaluate alignment with long-term goals.

4. Customer Impact – Consider how critical this is to key segments.

5. Internal Energy – Take stock of how the team feels about it.

If 3 or more of these criteria signal that sunsetting makes sense, it’s time to start planning.

How to Sunset a Feature (Without Burning Bridges)

If you’ve decided to sunset, your next priority is execution. Sunsetting poorly can damage customer trust and internal morale. Done well, it can actually build credibility and momentum. Here’s how:

1. Conduct a Thorough Analysis

Before making any decisions, perform a deep dive into quantitative and qualitative data. Use surveys, focus groups, and analytics to gather insights that back up your conclusions.

2. Engage Stakeholders

Communicate with key stakeholders, including your team, executives, and even customers. Their perspectives can provide valuable context and help you make a more informed decision.

3. Develop a Sunset Strategy

Create a clear plan that outlines the steps for sunsetting the product. This should include timelines, communication plans, and resource allocation for a smooth transition.

4. Communicate Transparently

Be honest and transparent with users and stakeholders about the reasons for the decision. Providing clarity can help mitigate backlash and foster a good relationship for future products.

5. Plan for Customer Transition

If applicable, provide alternatives for existing users. Offer transitional support, whether through directing them to alternative products or providing resources to assist during the transition period.

6. Monitor the Transition

Keep a close eye on feedback, usage patterns, and support volume as the sunset unfolds. Be ready to adjust your messaging, extend deadlines, or provide additional resources if needed.

7. Learn from the Experience

After the sunset, conduct a retrospective analysis of the product’s lifecycle. Identify what worked, what didn’t, and the insights gained to inform future product development and strategy. Make sure to acknowledge the impact the feature had, the lessons you learned, and how those insights are shaping your future roadmap. This helps preserve team morale and signals maturity to stakeholders.

Coaching Insight: What Holds Product Managers Back

Over my career, I’ve often heard similar reasons product managers hesitate to sunset:

• “We have a few big customers who still use it.”

• “Leadership might see it as giving up.”

• “It just feels like we should keep it.”

• "[Executive NAME] just loves it, and would be mad if we sunset it."

These concerns are real, AND they can be addressed. The key is in how you frame the decision: not as abandonment, but as intentional evolution. When done with empathy, clarity, and confidence, sunsetting can be one of the most strategic decisions you make.

Final Thoughts

Great product managers don’t just build — they also prune. They make hard calls that free up energy for what really matters. Sunsetting is an essential part of strong product leadership, and the best product managers embrace it not with fear, but with purpose.

At the risk of over-using a Steve Jobs quote:

“People think focus means saying yes to the thing you've got to focus on. But that's not what it means at all. It means saying no to the hundred other good ideas that there are. You have to pick carefully. I'm actually as proud of the things we haven't done as the things I have done. Innovation is saying no to 1,000 things.”

If this topic resonates with you and you’re looking for guidance in navigating tough product decisions, stakeholder alignment, or leading your product team more effectively — let’s talk. As a coach, I help product managers and leaders develop the strategic thinking and confidence they need to thrive.