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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.
Productside | Product Management Courses & Training ProductLeadership, Rewritten: Season 3 Collection of Productside Stories What Todays PMs Need to Lead Tomorrows Teams Productleadership isnt standing still. Neha Bansal on the rise of product ops and how it unlocks clarity, consistency, and momentum.
B2C) Align roadmap structure with development methodology Balance customer needs with development capabilities Maintain appropriate levels of flexibility based on market type Understanding these contextual factors helps product managers create more effective roadmaps that better serve both their organization and their customers.
However, product managers often face even greater challenges when navigating high-stakes situations with senior leadership or dealing with conflicting priorities across departments. These moments can be politically challenging, as they require balancing the immediate demands of stakeholders with long-term product goals.
Recently, at Hemnet, Sweden’s beloved property platform, she led product development that drove a 130% increase in top line revenues, making it the growth engine of the business. She now runs her own consultancy, helping CEOs scale their companies by transforming product vision into measurable business growth.
Get Your PM Leader First 90 Days template pack Download Now Days 3160: Align Strategy and Team Goals Refine or Create an Outcome-Focused Roadmap Strengthen Team Capabilities Continue to Build Stakeholder Buy-In By now, youve mapped out the biggest gaps: maybe no one updates competitive analysis, or user interviews are an afterthought.
I worked closely with a seasoned board member to trace this back to a lack of productstrategy—both articulated and aligned. With her help, I wrote the first strategy document for Headspace, which eventually led to the complete reimagination of Headspace , maximizing growth for our guided mindfulness product and adjacent spaces.
In this post, were exploring the conversation we had in one of our Productside Stories episodes this season with Joeri Devisch , a veteran of product, technology, and transformation work at global companies. Great Product Innovation Requires Cross-Functional Trust No product team ships in isolation. The best leaders blend both.
The four critical capabilities product managers need today and beyond are: Commercial Acumen. Influential Leadership. Influential Leadership Credibility without authority Drive alignment across complexity Story and trust The power to guide and align others without formal authority. Strategic Foresight. Nor should we.
While it would have been easy to blame the productstrategy, marketing, or any number of other potential targets, they weren’t at the heart of the problem. The productstrategy was sound, but we hadn’t translated it well. A roadmap that’s both grounded in proven principles and an innovative product.
Building trust with stakeholders isnt just a nice-to-haveits essential to preventing failed product launches due to poor stakeholder management. Without trust, even the most well-thought-out productstrategies can face pushback, leading to misalignment, delays, and increased risks. Speak their language.
Because the future of productleadership isn’t just about systems, it’s about the people who power them. Every day, product leaders review dashboards, chase new tools, and budget for the next big platform. Digital transformations stall without product thinking, change leadership, and core functional skills.
An engineer turned marketer, Krithika brings a uniquely analytical approach to marketing. At OpenAI, she established marketing foundations for ChatGPT for consumers and enterprises, as well as their developer API platform. While at Stripe, she spent over eight years building and scaling their marketing function from scratch.
Product managers must address these factors to ensure the product aligns with changing market conditions and customer needs, even as the company evolves. By conducting regular market assessments and customer feedback sessions, you can fine-tune your strategy to stay relevant and proactive.
This will involve close collaboration with Stripe’s and our financial partners product and engineering organizations to prioritize valuable investments over a multi-quarter roadmap, considering distribution potential, performance, costs, and risks. A person who was given little decision-making power as a product manager.
helping the company transition from a founder-led product approach to building a strong, sustainable product culture. I have been helping her reshape how product management is perceived in the company by building a solid productstrategy, team structure, roadmap, processes, and more.
And when budgets are tight, leaderships not going to hire three different people when they can find one PM who can wear multiple hats. Theyre efficient, versatile, and able to reduce friction across the product lifecycle. What is a Hybrid Product Manager? A whopping 98% of new PM openings are for experienced hires. Not anymore.
As a Manager on the PDO GenAI team, you will be responsible for managing a team of Project Managers to supply product teams with critical data and data labeling for Meta’s GenAI products. You will work closely with Meta product and engineering teams to deliver on Meta’s product roadmap.
They are seeking a Mobile Product Manager to lead the innovation and expansion of their field service mobile application across iOS, Android, and various third-party integrations. Bachelor’s Degree in Engineering, Computer Science, or related fields and/or experience in related fields is preferred.
Use your background in developing digital products, encouraging collaboration on growth projects across departments, ensuring product quality, and demonstrating effective leadership to support Firefox’s growth. A product leader ready to take on a challenge to grow a long-standing underdog product.
As Lead Product Manager for Core Product, youll oversee state-of-the-art technologies, collaborate with top-tier engineers, and develop products that shape the industry. Requirements 6+ years of product management or related industry experience. Anthropic Product Manager Anthropic’s office.
A/B testing) Product sense and business metrics Communication and stakeholder management Less emphasis on advanced ML algorithms ⚙️ Common job titles: Data Scientist, Product Analyst, Business Data Scientist Full Stack Data Scientist These roles require strong ML chops and a solid business and productstrategy.
There are high potential leadership development programs But if we look a little bit more deeply into the organization, let’s assume all those great high potential people become the future C suite people, who’s gonna move into those next higher level jobs. I’m going through all this leadership training. A behavior.
I became a product manager because I wanted to take a more strategic role at my company. First, I did not know how to frame, develop and present productstrategy in a systematic way, and second, as a startup, my company has not historically had a good track record of strategy being developed outside of senior management (read: founder).
In a recent live stream from one of our mentors of The Product Mentor , Dustin Levy, lead a conversation around “ProductStrategies for Non-Strategists”. We are always looking for more product mentors from all around the world. About The Product Mentor. Jonathan Berg Director of Product Management, Schoology.
When I started my career as an engineer, I didn’t set my sights on becoming a product manager. Flash forward fifteen years later, and I’m the Director of Product Management at HG Insights. My Journey Transitioning from Engineering to Product Management. 4 Key Differences in Skills Engineer to Product Manager.
Well, th at’s the role of a productstrategy. My favorite definitions of strategy are the simplest I’ve found. The one I use most is this: a strategy is what we choose to do. A simple representation for our productstrategy. That is, how should we balance multiple, simultaneous priorities? .
Here’s what strategic partner PayPal did to bring scaled product management to life for this startup-oriented software engineer. Rao helped drive productstrategy and develop new computer tools. “I It’s a good networking opportunity where you get to meet people from different teams and from leadership.
They started to see the value. -- 2011: "Product reports to the VP of Engineering." 2019: "Product reports to the CPO." We started seeing the need for productleadership, even at the largest of companies. -- 2011: "What is a user story?" ProductStrategy = Company Strategy in this case.
Paul acquired the breadth of experience through his leadership roles at San Francisco Bay Area startups and high-growth companies. He helps rapidly scaling early-stage startups craft their ProductStrategy and everything related to it. I wondered why product managers last such a short time at each organization.
The solution requires companies to institute two parallel career growth paths — one that focuses on people management and another that focuses on leadership as an individual contributor , often titled as staff or principal designers. Senior designers are actively involved in roadmapping and strategy conversations for their team.
He grows revenue and adoption, and ensures product by turning business problems into profitable, simple, easy-to-use solutions Jordan works closely with his market, executives, and internal subject matter experts to develop roadmaps, and communicate these roadmaps internally and with clients.
He grows revenue and adoption, and ensures product by turning business problems into profitable, simple, easy-to-use solutions Jordan works closely with his market, executives, and internal subject matter experts to develop roadmaps, and communicate these roadmaps internally and with clients.
But products are the nucleus, and that means market leadership starts with product management. There are the obvious things product management does. Before we dive into those, let’s look at a few opportunities where product management teams can take a much stronger leadership role in the organization.
In this series, I look at what I wish I had known when I started as Head of Product… Summary Understanding strategy allows you to effectively delegate, motivate and align so you can move from a nice boss to an effective leader. There’s no separate ‘productstrategy’ from company strategy?—?strategy
Jenna Gaudio is the Vice President of Product Management at Vydia, the award-winning tech company empowering content creators and their teams. In this role, Gaudio drives the strategy behind roadmap management, agile product development, and cross-functional communication. The Best Product Consultant. Drew Falkman.
Introduction Your organization’s survival depends on its ability to successfully expand from a single product to multiple products. This episode features an in-depth conversation with Greg Coticchia, CEO of SE Healthcare and product management expert. He has served on numerous boards, both profit and nonprofit.
The Eight Core Elements of a Winning ProductStrategy “The essence of strategy is choosing what not to do.”?—?Michael After what seemed like months of work, our product was emerging from stealth mode. The leadership team finally agreed on the vision. No choices = no productstrategy. Choice made.
Or some version of the converse… Product managers… they’re always giving us more sh** to do. Frustrated Engineer. Product management and engineering needs to have a constant push-pull for progress to be made. I’ve heard some variant of these phrases more than once. Don’t dictate the how.
The Critical Role of ProductStrategy When Money Is Scarce (Part 1 — Seed) A good productstrategy is something every company needs. Here is how a productstrategy can help you create business results, even when the market is not in your favor. Productstrategy is such a vague term for most people.
Expanding on a recent post ( Revenue Goals are Not Company Strategies ), I’ve been seeing lots of maker teams (product, engineering, design) struggling to form productstrategies without a company strategy to hang them on. We can’t build a sensible productstrategy in a vacuum.
These guide and align the strategies of the portfolio members , as Figure 1 illustrates. Figure 1: The Product Portfolio and ProductStrategy Using Microsoft Office as an Example In Figure 1, the strategies of the individual products—Word, PowerPoint, and Excel—implement the Office strategy.
In addition to my formal coaching of product leaders (Directors, VPs and CPOs who directly manage teams of product managers), I talk with lots of senior individual contributors about the risks and challenges of moving “up the ladder” into productleadership roles. So I have a strong sense of what product managers want.
As I’ll explain below, the “why” and “where” form your product vision, and your product team (especially your engineers), not only want this from you, but need it in order to do their best work. What is “Product Vision”? Your product vision ultimately answers the questions “why are we building this?” Write code.
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