This work reinforced that product discovery cannot be treated as a technical scoping exercise alone. When discovery is driven primarily by feasibility, teams may leave with an architecture but still lack confidence in the customer problem, business opportunity, or solution direction. By reframing discovery around shared goals, user and business value, and early solution exploration, I helped teams move from vague ideas to clearer, more actionable plans. The biggest lesson was that structure only works when it is flexible enough to fit the work. A useful discovery process needs clear ownership, visible deliverables, and credible estimates, but it also has to scale based on project complexity, timeline, and risk. By combining a phased playbook, RACI-based collaboration, and estimation tools, I created a model that gave teams enough guidance to move forward without turning discovery into a rigid, one-size-fits-all process.