Two products, one team of six. One retains well and grows slowly; the other grows fast and users leave after a month. Keep both, or consolidate?

Consolidating on the product with strong retention is the better choice. Retention is the more reliable signal of product-market fit and durable value; slow growth is usually an optimization or distribution problem, while month-one churn is a structural flaw that more acquisition cannot fix and would only scale a leaky bucket. With only six people, splitting into two three-person teams dilutes execution and risks starving both products, leaving the retaining product under-invested and the churny product still structurally broken after a quarter. Keeping both preserves optionality, reversibility, and some learning from the fast-growing product's acquisition channel, and it defers a hard decision; but that optionality comes at the cost of focus and likely mediocre trajectories. Putting all six on the retaining product gives it real investment to compound from a healthier base, and it is higher-return to fix growth for a product users already keep than to try to repair retention for a product that loses users. Therefore, consolidate on retention rather than split resources.