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Prior to Medidata, Paul led product management and was head of technology at Centage Corporation, a budgeting and financial forecasting software company in Natick, MA. When he’s not doing product management, he trains for long distance cycling, and dreams of opening a tiki bar.
Prior to Medidata, Paul led product management and was head of technology at Centage Corporation, a budgeting and financial forecasting software company in Natick, MA. When he’s not doing product management, he trains for long distance cycling, and dreams of opening a tiki bar.
The role of a Fractional ChiefTechnologyOfficer (CTO) is to provide technical expertise and leadership to a company on a part-time or temporary basis. This can be a useful option for startups or small businesses that may not have the resources to hire a full-time CTO or may not need one on a permanent basis.
Claire shares a few of the observations she’s made from these interviews: The trio (also referred to as a trinome, triforce, or quartet) appeared in some companies because a CPO encountered this philosophy in training sessions and articles or organically because it made sense to de-silo the roles.
Prior to Medidata, Paul led product management and was head of technology at Centage Corporation, a budgeting and financial forecasting software company in Natick, MA. When he’s not doing product management, he trains for long distance cycling, and dreams of opening a tiki bar.
Prior to Medidata, Paul led product management and was head of technology at Centage Corporation, a budgeting and financial forecasting software company in Natick, MA. When he’s not doing product management, he trains for long distance cycling, and dreams of opening a tiki bar.
Drawing upon a rich vein of experiences — from leadership roles in engineering to insightful albeit brief stints as a founder and CTO and steering roles focusing on morphing concepts into market-ready products — my tenure in this vibrant ecosystem has been incredible. However, their narratives often remain eclipsed in the grander narrative.
Prior to Medidata, Paul led product management and was head of technology at Centage Corporation, a budgeting and financial forecasting software company in Natick, MA. When he’s not doing product management, he trains for long distance cycling, and dreams of opening a tiki bar.
Ideally, this outcome is a two-way negotiation between an executive at the company, often a chief product officer, a chief design officer, a CTO, and the cross-functional product team. Training and education and books need to be accessible. In theory, they’re not using any of my data for training data.
You could be a lone PM in a tiny startup with no Product Management team, meaning that you only report to the CEO, or maybe a CTO. From prioritization to vision, you need everyone on board and moving in the same direction. Be a keeper of the vision. Product Managers like to joke that ‘ with great responsibility, comes no power.’
Prior to Medidata, Paul led product management and was head of technology at Centage Corporation, a budgeting and financial forecasting software company in Natick, MA. When he’s not doing product management, he trains for long distance cycling, and dreams of opening a tiki bar.
Meet the Continuous Discovery Champion, Bianca Starling Meet the Continuous Discovery Champion, Bianca Starling Bianca Starling is a Senior Product Manager at Voxy, a global language teaching platform that uses AI and machine learning technologies to provide adaptive, real-life learning experiences to learners.
Sailesh Panchal, CTO at digital payments firm Orwell Group, is an unusual soul. He’s earned the gravitas he emanates from decades in software architecture and technology leadership. Today I run Switchvision , where we focus on theatre-based training in people skills for business. Thinking on Your Feet. High-Performance Teams.
He puts pressure on himself to make sure he does a good job in demonstrating Amplitude’s vision for how product teams should operate. “I I’m a train wreck of career decisions, nothing has been intentional,” John says. Everyone in the company strives to be a trusted expert and it’s one of the things I love about working there.”.
Prior to Medidata, Paul led product management and was head of technology at Centage Corporation, a budgeting and financial forecasting software company in Natick, MA. When he’s not doing product management, he trains for long distance cycling, and dreams of opening a tiki bar.
Prior to Medidata, Paul led product management and was head of technology at Centage Corporation, a budgeting and financial forecasting software company in Natick, MA. When he’s not doing product management, he trains for long distance cycling, and dreams of opening a tiki bar.
Prior to Medidata, Paul led product management and was head of technology at Centage Corporation, a budgeting and financial forecasting software company in Natick, MA. When he’s not doing product management, he trains for long distance cycling, and dreams of opening a tiki bar.
Prior to Benchmark, Sarah was a Partner at Greylock Partners, and a Product Lead for search, recommendations, machine vision, and pin quality at Pinterest. Originally trained as a scientist, he’s had job titles ranging from scientist, to engineer, to product manager, to designer, and even professor. Stephanie Hannon, CPO at Strava.
Prior to Medidata, Paul led product management and was head of technology at Centage Corporation, a budgeting and financial forecasting software company in Natick, MA. When he’s not doing product management, he trains for long distance cycling, and dreams of opening a tiki bar.
No, I think the real reason is evident in this quote: OH (a former CTO of Autodesk): “I can walk through most buildings and tell you which version of AutoCad was used to design it. “. At a high level we have a cascading set of structures that we use to define what we want to achieve at a company level (mission, vision, strategy, programs).
The same is true for your question: Yes, of course, at some point it’s easy to overload an individual or a workforce with too much technology, and in the case of the individual, we tend to self-correct. At the enterprise level within companies, this is why you’re always going to need technology leadership.
Wali Khan, a healthcare technology leader with over two decades of experience enabling business capabilities through the development of innovative software products and solutions talks about the role of AI in current and future projects, what it takes to be a successful CTO in the healthcare sector and more.
isn’t learned from books or from attending training classes, but in the trenches when confronted with real problems and the urge to ship the product. Please note: The list may become less applicable with an increase in the size of the organization in question.): (Product) vision and strategy are neither transparent nor regularly communicated.
My hope is that this will provide you with moral support on your uncertain journey and serve as another data point to empower your vision. This was praise and a comment that I heard from our Digital Business CTO. This led me to introduce daily office hours to teach, guide, and ‘approve’ their designs.
Nima Rad, CTO and founding team member of a fast-growing, series A startup talks about how AI is already transforming how we approach healthcare challenges, building an innovation culture in HealthTech and more. How do you see the role of technology evolving in patient care over the next decade? Connect with him on LinkedIn here.
Wali Khan, a healthcare technology leader with over two decades of experience enabling business capabilities through the development of innovative software products and solutions talks about the role of AI in current and future projects, what it takes to be a successful CTO in the healthcare sector and more.
Will Larson , CTO of Calm. Des Traynor , Co-founder and CTO of Intercom. And so I graduated from college with excellent skills around math and computer science and engineering and able to solve lots of problems, and certainly no formal training on the leadership side. Janeen Uzzell , COO for Wikimedia Foundation.
It requires a strategic vision, a robust execution plan, and most importantly, alignment with broader business objectives. Be mindful of ethical considerations when embracing GenAI Larry Fitzpatrick, Executive Vice President and CTO of OneMain Financial , asks executives to understand the ethical considerations of deploying GenAI.
They are responsible for all product activities within an organisation, creating the overall product strategy to achieve the corporate vision and goals set by the CEO and board members. Sometimes, the CPO or VP of Product also plays the role of CTO, overseeing Engineering , in addition to product and design.
There is something special about a team rallying around a vision and creating a product that users love. . They need to understand the implications of the organization’s technology roadmap on the product roadmap. Product development is exhilarating. However, it isn’t fun to redo a product every three years. And that’s on a good day. .
But as data-driven decision making takes on increased significance, we’ve seen “ product ops ” emerge to fill in the gap between the leadership and vision aspects of the product management and the facts and figures that inform team members. The debut of the dashboard should coincide with multiple training sessions.
As John Reynolds, CTO of a San Francisco-based fintech startup, noted: “ Arkenea’s team in India is more responsive and communicative than some local vendors we’ve worked with. Their detailed documentation and clear updates actually improved our internal processes.
If you’re the CEO and not deeply technical, having a CTO or fractional CTO that can understand emerging AI and then translate that raw material into “most potentially impactful for us” is a great option, and can flow smoothly to the next point. RedPajama ‘a Data-1T LLM training set. Last week the Dolly 2.0
The panellists were: Mark Cohen, CTO at Domain. Mark Cohen (CTO): The first thing is to understand who else is actively doing something in the space, and try and get your head around how they’re doing it. Mark Cohen (CTO): I’m gonna start crossing over into product land. Marie Kellett, former CPO eftpos.
To create these elevated customer journeys and experiences, both CS and Product must share the same vision and North Star metrics. . A customer’s ability to guide themselves through training, education, and feature adoption impacts your time-to-value and, ultimately, the expansion opportunities your team has.
Jen gave critical insight on how to provide training, coaching, assets, and tools through Gainsight’s CS Enablement. There is more training for tenured CSMs to drive and outcomes throughout the customer journey by aligning the training to the customer lifecycle. CS Ops Business Partner focused on Transformation and Enablement.
At least until “the pelican test” starts to contaminate model training—I’m betting next year this benchmark may no longer yield valid results after Willison showed the Google Gemini 2.5 His “draw a pelican riding a bicycle” LLM benchmark is both hilarious and an uncannily accurate LLM quality assessment.
And you know what they say as well – at some point the CEO has to step back and take a strategic role so they have time to do visioning and look at the market and not be involved in the day to day of the operation. You can reconfigure the company vision scope and size. Now he’s the CTO. That’s kind of the idea.
But facts I’ve discovered that many companies just ask a design team to execute on the vision. First of all product is about shaping the future and inspiring the world with the product vision – No I don’t see a roadmap here – and I call this build the right thing. In fact just do this bit here.
Leaders are people who provide a compelling vision for people to follow and believe in, and take responsibility for what happens next. I do think one thing that’s a leader’s responsibility, whether or not you’re a manager or not, is that you have to provide a compelling vision for people to follow and believe in.
Only you carry the vision and belief of what your product can become. More often than not, the real problems in the process of building a product come from people and communication (or lack of thereof) or power, entitlement, internal politics, people holding information, fear of being bypassed, ignorance, lack of vision, etc.
Kate would be the first to credit a pretty amazing team, including some exceptional engineers, and the vision and courage of the founders, but I would argue that without a Kate driving for the technology-based solutions that could actually power this business, there’s a good chance Netflix as we know it never would have happened.
A not-yet-generating-repeatable-revenue company of 6 people might have one architect/CTO, one designer, three other developers, and a CEO. So we know that the CEO is time-slicing to cover investor pitches and office space and recruiting and benefits and legal and setting product direction and stocking the kitchen with snacks.
From pitches that drown customers in a word-soup of features, to high-concept vision pitches that leave customers confused and sceptical – many companies struggle to connect authentically with customers in a way that generates deals. Startups often struggle to communicate the value of their products, particularly in sales meetings.
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