This site uses cookies to improve your experience. To help us insure we adhere to various privacy regulations, please select your country/region of residence. If you do not select a country, we will assume you are from the United States. Select your Cookie Settings or view our Privacy Policy and Terms of Use.
Cookie Settings
Cookies and similar technologies are used on this website for proper function of the website, for tracking performance analytics and for marketing purposes. We and some of our third-party providers may use cookie data for various purposes. Please review the cookie settings below and choose your preference.
Used for the proper function of the website
Used for monitoring website traffic and interactions
Cookie Settings
Cookies and similar technologies are used on this website for proper function of the website, for tracking performance analytics and for marketing purposes. We and some of our third-party providers may use cookie data for various purposes. Please review the cookie settings below and choose your preference.
Strictly Necessary: Used for the proper function of the website
Performance/Analytics: Used for monitoring website traffic and interactions
Maximillian Bevan (Director of Product) and Alex Yang (VP of Engineering) joined us to talk about how and why they’ve made these changes. Lily enjoys working as a consultant product manager with early-stage and growing startups and as a mentor to other product managers. Quote of the Episode. Follow Simprints on Twitter.
When I introduced the notion of cross-functional, empowered product teams, the CEO said it was exactly what they needed and immediately created a task force with three VPs to lead the change: the VP of Product, the VP of Engineering, and the VP of HR.
Instead, I usually defer to the VPE/CTO on the bigger efficiency question, and focus on prioritization choices captured in the roadmap. And within that, I’m happy to have Customer Success leadership help me re-prioritize what will make the most front-line impact.
Leadership And last, but certainly not least, TPMs must have strong leadership. These employees rely on the strong leadership skills of their TPM to successfully guide them through the successful execution of the program. Primarily, TPMs work extensively with the engineering teams in their organization.
With a clear growth strategy for the US market, Senior Product Manager, Nathan Mackinnon, and his leadership team have recognised the necessity for a well-established Product team to achieve its business goals. Two years ago, we brought on a senior consultant, John Milburn, who actually worked for Pragmatic Institute.
I love hearing stories of a product’s journey and enjoy sharing one occasionally on this podcast because, regardless of you role in product management, leadership, or innovation, there are important lessons to be learned. . At my last company, I was the VP of Product and the co-founder of Boulevard, Sean, was the VP of Engineering.
We organize all of the trending information in your field so you don't have to. Join 96,000+ users and stay up to date on the latest articles your peers are reading.
You know about us, now we want to get to know you!
Let's personalize your content
Let's get even more personalized
We recognize your account from another site in our network, please click 'Send Email' below to continue with verifying your account and setting a password.
Let's personalize your content