Measuring health across products at different stages, investing in maintenance against new work, recognising decline early, and planning a change that existing customers will accept.

For readers balancing a product that pays the bills against one that might pay them later, with one budget between them.

You come away able to tell a product in decline from one having a bad quarter, justify maintenance investment to people who want features, and manage a change without losing the customers you have.

Retiring a product that still has customers, migration and its real cost, reallocating people rather than only money, and judging whether a struggling product is fixable.

Written for people managing a portfolio where some products must be sustained, some grown, and at least one ended.

You can plan the end of a product without abandoning its customers, move investment between products with the reasoning documented, and decide that something worth fixing is not worth fixing now.

Portfolio balance over a long horizon, why organisations keep products past their usefulness, funding models that allow a product to end, and judging a portfolio by more than its revenue.

The deepest level, for readers who shape a portfolio over years and answer for products that outlive the strategy that created them.

You can shape a portfolio across several years, end a product the organisation is attached to, and judge portfolio health by something other than the most recent revenue figures.