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Throughout his rich career, Marty has worn numerous hats within modern software product organizations, transitioning between roles involving product management, software development, productmarketing , user experience design, and general management, among others.
Our goal is to help you as a product leader create and manage a high-performing product team that can scale with the business, drive product success, and address new challenges. Hiring and developing people in product roles (e.g. product managers, productmarketers, product owners) is difficult.
Banff Interactive Screen 2003, Banff, Canada Flash Forward 2002, San Francisco, U.S. FITC Winnipeg 2006, Canada FITC Toronto 2006, Canada FITC Toronto 2005, Canada Flash Forward 2005, New York, U.S. Flash Forward 2005, San Francisco, U.S. FITC Toronto 2004, Canada Flash Forward 2004, San Francisco, U.S. Reach out to me at info@bainpublic.com.
Our goal is to help you as a product leader create and manage a high-performing product team that can scale with the business, drive product success, and address new challenges. Hiring and developing people in product roles (e.g. product managers, productmarketers, product owners) is difficult.
Marty Cagan worked as an executive at companies like Hewlett-Packard, Netscape Communications, and eBay and built many successful products for them. He then founded Silicon Valley Product Group in 2002 to help others create successful products through his advising, coaching, speaking, and writing. Key learnings.
You see, simplicity itself is quite possibly THE underlying principle and North Star that guides every SaaS founder’s visionary approach to starting a company in the first place—even more so than our old favorite term circa 2002-2020: “disruption.” ” And it’s easy to see why.
Dave Marble, Senior Product Manager at Intuit, explains it this way , “It turns out there was a product in all of that [feedback] that was yet to be created.” Intuit recognized the value in the feedback and in 2002, launched Quickbooks — accounting software for small to medium sized businesses.
Along the way, we hope to discover that our product/market segments are made up of hundreds/thousands of customers who want the same thing. Here’s my interview guide from 2002.) We must understand their context, user case, price sensitivity, data preferences, workflows, etc. Non-directed listening and learning.
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