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The product manager’s journey from Individual Contributor to Chief Product Officer Watch on YouTube TLDR Kimberly Bloomston’s journey from individual contributor to Chief Product Officer at LiveRamp demonstrates the key transitions and skills needed at each level of product management leadership.
The core focus of these activities is on thorough market research, continuous customer engagement, and strategic product development. Understanding the Problem Space The primary goal of market research is to validate whether a real problem exists and if customers truly care about solving it.
Key Topics Discussed in This Episode Hiring and Developing High-Performing Product Teams Abner reveals how to hire the right talent for your team, nurture leadership potential, and balance technical expertise with soft skills like emotional intelligence. Insights into balancing innovation with governance and end-user needs.
Product leaders know that career growth isn’t always linear—stepping into leadership or establishing a product management function can be as complex as it is rewarding. With actionable insights from our expert panel and thought-provoking audience questions, this session was packed with takeaways for product professionals at every level.
Our free assessment tool reveals where your team excels and uncovers opportunities for growth across six key dimensions: Context, Investigate, Define, Create, Deliver, and Leadership. In just 10 minutes, gain actionable insights that show you exactly where to focus to improve performance, drive outcomes, and strengthen your team in key areas.
Stepping into product leadership means balancing strategic vision, customer focus, and emerging tech. Key Topics Discussed in This Episode Key topic #1 From Consulting to Product Leadership Neha shares how a customer-first mindset led her from consulting to product management at companies like Google and Meta.
Below is a preview of key insights. Leadership or investors push for short-term wins that conflict with the roadmap. Customerfeedback is overwhelming , making it hard to separate signal from noise. Shift from fixed yearly planning to rolling quarterly reviews to allow flexibility in roadmap decisions.
In our latest Productside webinar, Becoming an Effective Product Management Leader , Principal Consultants Roger Snyder and Kenny Kranseler delivered a no-nonsense roadmap for new leaders who want to nail their first 90 days (and beyond) and get the tools on how to become a product management leadereffectively. The principle stays the same.
PMs are often tasked with aligning stakeholders, guiding engineering teams, and championing the customer. But instead of telling a clear, compelling story, they send out a spec or share a roadmap deckand hope it gets read. Customers dont care about data structures. Share it with leadership. Run it by a few customers.
Speaker: Donna Shaw - Senior Product Manager & Eric Frierson - Director of Innovation for Public and School Libraries
Nonetheless, by leveraging foresight and valuable insights, you can cultivate a thriving product management team that works together harmoniously to craft customer-centric products. Master the art of communication for team success, informed leadership, and nurturing strong customer relationships Don't miss out and register now!
Customer support teams hear everything. Pedro’s Three Keys to Creating a Direct Line to Support: Open a dedicated feedback channel Make sure product is listening to what support hears every day. Review support conversations regularly Look for patterns in user struggles, confusion, and pain points.
Shes just come out of a leadership briefingand its not good news. Internally, executive leadership is frustratedand pointing fingers at Product Management. Theyve been asked to come back with a strategy that delivers more value to customers and drives measurable business growth. Heather knows something has to change.
A dashboard showing metrics like feature adoption or user engagement amplifies your credibility. Tailor Your Communication: Adapt your messaging for different audiences, whether its engineering teams or senior leadership. Connect Decisions to Customer Needs: Show how your roadmap addresses customer pain points to build trust.
How first principles can help you design product roadmaps from the ground up. Product roadmaps are no exception. Creating or even updating a product roadmap can feel like being handed a blank sheet of paper and told you have 60 minutes to write a ten-page college essay on a topic you didn’t study for….
What WellNest needed wasn’t another roadmap or velocity boost. Customers were disengaged. It’s built around five phases: Context: Understand your business, market, and customer landscape. Investigate: Learn what your customers actually need through research. Create: Prioritize, align, and build a strategic roadmap.
Product analytics refers to the process of gathering and analyzing data on how users interact with a product. It tracks key metrics such as feature usage , user flows, and behavior patterns to explore user preferences and pain points. Improves product-market fit through actionable insights. How will it be analyzed?
Figure 2: The People Involved in the Strategy Work The team in Figure 2 consists of the person in charge of the product, a UX designer (for end-user-facing products), an architect/programmer, and a tester, as well as the key business stakeholders. This stream guides the product discovery and delivery work and leverages development insights.
What does it really take to build a business around customer experience? In a recent episode of Behind the Strategy: CX Leadership in Action , Alchemer CMO Bo Bandy sat down with Company Sage CEO Andrew Pierce and COO Jeff Cummings to unpack how they’ve turned CX into a strategic advantage. So we over-delivered.” Other surprises?
How Companies Are Funding User Research in 2025: Insights from the User Interviews Research Budget Report User Interviews 2025 Research Budget Report is a crucial resource for understanding how modern organizations are approaching the financial side of user research.
You’re Stuckand It’s Because You’re Playing by the Rules In product management, youve been told to follow the rules: stick to the roadmap, build consensus, and hit your OKRs. As can be easily found in many organizations: Roadmaps trap you in outdated plans. Rule 1: Trust the RoadmapRoadmaps are your comfort zone.
Now that I have experienced AI-augmented product management and leadership, I don’t think I could work for a company where AI wasn’t allowed. While this personalized feedback is key to improving the writing and the writer, it is time-consuming, often delaying the team from getting their messages out swiftly.
Product managers push for roadmaps. Somewhere in the middle, customer needs get lost in translation. Clear feedback loops. They thought their work spoke for itselfuntil a listening tour revealed how disconnected they were from their customers. Engineers push back with technical constraints. But thats not true.
Youve aligned the roadmap. Read it now on The Product Way Patreon : [link] Exclusive Access to Mastery This post is part of the Roadmap to Mastery Collection , a premium series on The Product Way Patreon. Youve got the stakeholders in the room. But still things stall. Because alignment isnt enough.
The Customer Service Gap Model By ADRIENNE TAN In competitive markets, delivering superior customer value is a top priority. It’s not just about creating a great product—it’s about ensuring the entire customer journey, from initial interaction to post-purchase support, exceeds expectations.
This week were releasing a double feature on How I PM featuring two product pros sharing methods theyve used to lead with clarity, customer understanding, and momentum. Thats where the roadmap reveals itself. Dont just ask.
QA doing data analysis, support agent proposing a feature, designer going right to a stakeholder, data analyst identifying a problem to solve, engineer directly interacting with a customer)? 🤠 Work unfairly: Save insights, ideas, and evidence way in advance by “product scrapbooking.” Shower them with positivity.
In todays product environment, questions are your sharpest tool for uncovering user needs, guiding teams, and influencing outcomes. So, how do strategic PMs use inquiry to drive alignment, insight, and innovation? This is part of the Roadmap to Mastery Collectionavailable exclusively on The Product Way Patreon.
Because todays users wont waittheres always a smarter, faster and more useful app waiting to take itsplace. Finance faces the same reality: bold, user-first design delivered through seamless digital platforms is what separates the leaders from those destined to become footnotes. Zoom outperformed Skype in videocalls. billion in 2020.
At Headspace back in 2016, we had established our product roadmap and success metrics and our mission and vision, but teams were still confused about why we were working on the projects we chose. The plan or roadmap is basically an ordered list of projects based on some notion of prioritization and sequence of delivery.
At Brainmates, we follow a six-step process to evaluate the competition and use those insights to make informed product decisions. A well-executed competitor analysis helps us anticipate and respond to threats, identify opportunities, and ultimately deliver greater value to our customers. What problem does your product solve for them?
Hybrid work, AI integration, and rising customer demands are reshaping product management. Youll gain insights into: The evolving role of PMs and why influence matters more than ever. Read it now: [link] Exclusive Access to Mastery This post is part of the Roadmap to Mastery Collection , a premium series on The Product Way Patreon.
Whether you are launching a new feature, entering a new market, or improving customer experience, it takes a symphony of teams. Why Cross-Functional Collaboration Matters Product leaders operate at the intersection of business goals, user needs, and technical realities. A robust roadmap is not handed down, it’s co-created.
This guide distills the key lessons and actionable strategies from my journey, offering you a roadmap to navigate your own career pivots in the tech industry. Be Open to Adjacent Roles : Starting in CRM account management gave me invaluable customerinsights to share with the product team. to offer 24/7 coaching services.
You’ll help define the most relevant local payment methods to build (breadth) and aspects of payment methods to invest in (depth) to deliver the best outcomes for Stripe users. A professional with strong analytical skills, capable of leveraging data insights to drive strategic decisions. Who would be the best fit for this job?
Conversely, if the user experience heavily relies on a graphic user interface, the larger the gap for the product designer toaddress. Often, the differences between these approaches are difficult to prove until they are implemented, delivered to customers, and their real-world usage is observed. Try explaining that at theoffice!
Try this exercise: Take your current roadmap and ask "Why?" A product leader with this skill can bridge technical feasibility with engineers, user experience with designers, and revenue with executives. It needs ongoing refinement as markets, technologies, and customer needs evolve. three times for each initiative.
A leadership team wants sharper focus. Tie them to planning, roadmaps, rituals, and retros. Use each review to improve the next and keep the feedback flowing. Visibility isn’t just for leadership. It’s time to move from box-ticking to behaviour-shifting. Start small. Anchor to strategy. Measure what matters.
In our latest Patreon-exclusive article , part of the Roadmap to Mastery Collection , we explore: The most common mistakes PMs make in stakeholder alignment. A case study on how realigning priorities increased user engagement by 25%. This is part of the Roadmap to Mastery Collectionavailable exclusively on The Product Way Patreon.
One such area is roadmap planning. My recommendation for roadmap planning is to start top-down, from the company’s strategy itself, understand it in depth, and only then start planning how you are going to make it a reality. Because our customers started asking about it. But it’s not always possible. But why now?
Because the future of product leadership isn’t just about systems, it’s about the people who power them. Meanwhile, industry benchmarks show only around 1–2% typically goes towards developing human capability with activities like training, leadership development, or cultural transformation. How Do We Fix It?
Then, hearing the idea repeated — delete, delete, delete — I started to think about products in general and roadmaps specifically. We have a roadmap that is largely, if not entirely, focused on releasing new stuff while maintaining what we have. A reverse roadmap. About the idea of a reverse roadmap? Challenge accepted.
As a product leader, you already understand that successful products solve important problems for people, create emotional connection with their users, and meet real market needs. ” and “Whose opinion does the leadership team value most?” It’s a fundamental shift in approach. Understand what drives them.
Scaling a product isnt just about selling moreits about refining product-market fit, unlocking the right growth levers, and making sure your go-to-market strategy actually aligns with what your customers need. Dont miss Rachels insights. Rachel shares how shes helped SaaS products scale from $1M to $10M in a year.
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