How product managers can master go-to-market strategies



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TLDR



Most product launches fail not because the product is flawed, but because the launch strategy misses the mark. In this episode, product marketing expert Rebecca Shaddix shares a blueprint for go-to-market strategies that drive real impact. Discover why product and marketing must build launch plans together, how to create alignment through ongoing collaboration, and the pillars of an effective go-to-market framework, even in large or siloed organizations. Plus, learn why defining acceptable mistakes can spur faster, safer innovation, and how internal enablement and the Rolling Thunder launch approach create momentum that lasts.



Introduction



Let’s say you’ve built an incredible product. Your engineering team delivered exactly what you envisioned. The stakeholders are excited and you are feeling good. But guess what, 95% of product launches fail not because the product isn’t good enough, but because it wasn’t brought to market effectively. Let’s help with that by discussing the steps for creating go-to-market strategies that actually work. If you’ve ever watched a brilliant product struggle to find its audience, or felt that sinking feeling when marketing says they need “just a few more weeks” to figure out positioning, or witnessed the chaos that happens when product and marketing teams aren’t aligned, then this episode is for you. 



Our guest, Rebecca Shaddix, knows a lot about creating go-to-market plans. She has built go-to-market strategies for some of the fastest-growing tech companies in the US. As Senior Director of Product Marketing at 15Five and founder of the award-winning consulting firm Strategica Partners, she’s helped launch complex products that went on to drive millions in revenue. She’s the former marketing director at GoGuardian—the fastest-growing education company in US history—and she’s been a contributor to Forbes for more than a decade.  



Summary of Concepts Discussed for Product Managers




* The Real Reason Most Launches Fail:95% of launches stumble due to poorly executed market communication, not underlying product issues.



* Collaborative Go-To-Market Planning:The handoff between product and marketing is a recipe for confusion and missed opportunity. Instead, Rebecca recommends an ongoing, bidirectional process where insights are shared, teams are co-creators, and monthly (or more frequent) joint meetings ensure mutual investment and understanding.



* Customer Advisory Boards:Minimize silos and increase trust and credibility across teams by creating cross-functional customer advisory boards. These boards amplify customer insights and bring users closer to product leaders—and to each other.



* Acceptable Mistakes:Frame launches as controlled experiments. By agreeing upfront on specific, acceptable mistakes, teams can move faster, reduce anxiety, and tailor their efforts to the business’s top priorities.



* Rebecca’s Four Pillars of Go-To-Market:

* Market Insights & Research: Validate you’re building the right thing for the right people.



* Positioning: Clarify theme and messaging before creative work or marketing begins.



* Internal Enablement: Ensure every team has the right info (and only what they need) to do their job, and establish clear communication channels for post-launch feedback and problem-solving.



* Product Launch – Rolling Thunder Approach: Continue to respond to customer fe...

A product management methodology that guarantees market success



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TLDR



This episode is a deep dive into practical product innovation with Walter and Scott Herbst—a legendary father-son duo boasting over 230 patents and decades of product success. They share their proven, data-driven methodology, pivot stories, and the importance of truly understanding customer problems. Listeners learn how to avoid common innovation pitfalls, leverage multiple solution paths, and set themselves up for product success, whether they’re in a Fortune 100 or a startup.



Introduction



How does product innovation really work? This episode is a master class in the art and science of product innovation with two masters of the craft – a father and son duo who together hold over 230 patents and have shaped products you likely use every day. Innovation isn’t a buzzword for our guests – it’s the family business spanning three generations. For product managers feeling the constant pressure to create the next big thing while managing stakeholders, resources, and market realities, you’ll learn how creative ideas become commercial successes. 



Our guests are Walter and Scot Herbst of the Herbst Produkt design firm. They bring an extraordinary perspective to product innovation. Dr. Walter Herbst, recognized by Business Week as one of the ‘Fathers of Product Design,’ founded his first design consultancy in 1962 and later created Northwestern University’s prestigious Master of Product Design and Development Management program. His son Scot now leads their Silicon Valley design firm, partnering with Fortune 100 companies and breakthrough startups alike on award-winning products across healthcare, consumer tech, and more. 



We are about to learn practical wisdom earned through sixty years of successful product development – insights that could make the difference between your next product’s success or failure. 



Summary of Concepts Discussed for Product Managers




* Iconic Product Stories:

* Smith & Nephew: A company that makes tools for medical procedures. Tasked with “how do you sell more knees?” The answer wasn’t a new product, but a redesign of the surgical tools—leading to increased sales through better ergonomics and usability.



* Slice: Pivoted from crowded home goods to the overlooked commercial cutting space, ultimately building a 70+ product portfolio and a successful acquisition.







* The Proven Herbst Innovation Methodology:

* Phased approach:

* Discovery & definition



* Concept development



* Refinement



* Final design





* Commitment to a proven, repeatable process—so much so they’ve guaranteed client success.



* Heavy emphasis on understanding the real problem before jumping to solutions.







* Tools & Tactics:

* Deep user research: Ethnography and direct observation to catch customer pain points and behaviors not revealed in surveys.



* Collaborative, iterative solution generation: Encourages bringing multiple ideas to the table, and rigorous filtering before converging on the best one.



* Documenting “what it is and what it is not” early, then posting for persistent team alignment.







* Organizational Wisdom:

How Snap-On puts customers at the center of product management



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TLDR



In this episode, Ben Brenton, Chief Innovation Officer at Snap-on, joins me to share practical strategies for fostering a sustainable, fearless culture of innovation. Ben reveals how Snap-on transformed a traditional manufacturing mindset into one deeply centered on real customer insight. He details actionable systems that drive continual breakthrough products—not through motivational rhetoric, but through persistent field engagement, cross-functional collaboration, and relentless focus on customer needs. Whether you work in tools, software, or services, this conversation is packed with lessons on making innovation succeed in any industry.



Introduction



We have all been in a meeting where someone says “we need to be more innovative” but nobody can explain how to actually make that happen. These are organizations where innovation gets relegated to a buzzword in a value statement instead of becoming the driving force behind breakthrough products. This discussion will change that, providing practical insights into how to build and sustain a culture of innovation – not through motivational speeches or innovation theater, but through practical systems, processes, and frameworks that actually work. 



My guest is Ben Brenton, Chief Innovation Officer at Snap-on, who for the last 18 years has built what he calls a “culture of fearless innovation” at a company known for making the tools that fix the world. Ben took a traditional manufacturing company and transformed how they approach product development by putting customer insights at the center of everything and creating systems that encourage calculated risk-taking. He’s done this across industries – from consumer goods at Kraft and PepsiCo to industrial tools at Snap-on – supporting that these principles work regardless of your market. You’ll hear practical guidance that separates companies that consistently deliver breakthrough products from those that just hope innovation will somehow happen. 



Summary of Concepts Discussed for Product Managers




* Customer-Centric Innovation:Ben attributes Snap-on’s innovation success to putting the end user at the center of everything. Product managers, engineers, and even software developers regularly get out into the field to truly understand customer needs and pain points.



* Field Research Over Innovation Theater:The company invests in real-world ethnographic research—visiting customers in their environments rather than relying on surveys or remote interviews, which can result in curated or less honest feedback.



* Prototyping and Iteration with Customers:Snap-on involves customers throughout the development process, from early concepts to full prototypes, ensuring the team doesn’t drift from the original customer needs as ideas become reality.



* Cross-Functional Collaboration:Great innovation requires breaking down silos. Ben encourages engineers, marketers, product managers, and even finance and legal to participate in customer visits and debriefs, supporting a diversity of insights and buy-in.



* Customer Interviews:At Snap-on, product managers, engineers, and employees from all functions interview customers in the field, practicing active listening to catch deep insights. They then must bring those insights together into a business recommendation.



* Scaling the Culture:Ben discusses the importance of top-level support and slow organizational growth—hiring based on need and early wins,

Vertical and horizontal alignment in product management



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TLDR



In this episode of Product Mastery Now, I’m interviewing Mark Reich, senior coach at Lean Enterprise Institute and former Toyota executive, to demystify hoshin kanri—a Japanese strategic framework that transformed organizations like Toyota and powered major innovations such as the Lexus launch. Mark outlines how hoshin kanri enables both top-down and bottom-up alignment, creating a culture where strategy and innovation are owned at every level of the organization.



Introduction



Product managers know they need to align their work with their organization’s strategy. Often, it’s not clear how to actually accomplish this. We need a strategic framework that can transform how your organization innovates to support strategic objectives. Hoshin kanri is such a framework and has worked for other organizations, including helping Toyota launch Lexus, one of the most successful automotive innovations in history. By the end of this conversation, you’ll understand specific frameworks and tools, like catchball, for connecting your work to the organization’s strategy.



Our guest is Mark Reich, Senior Coach at the Lean Enterprise Institute and author of the new book Managing on Purpose. Mark spent 23 years at Toyota, including six years in Japan working directly with Chief Engineers during the Lexus launch. He then managed Toyota’s North American strategic planning process during a period when the company nearly doubled in size. For over a decade, he’s coached executives at companies like GE Appliances, Turner Construction, and Nucleus Software on implementing hoshin kanri for breakthrough results. If anyone can show you how to turn strategic planning into an innovation engine, it’s Mark Reich.



Summary of Concepts Discussed for Product Managers




* What is Hoshin Kanri?Hoshin kanri is a management methodology that defines organizational strategy and engages people at all levels to execute on core objectives. It facilitates both vertical (top-down and bottom-up) and horizontal (cross-functional) alignment. Hoshin refers to the direction of an organization and can also refer to a document of strategic objectives and actions. Kanri refers to the management necessary to execute those actions and achieve those objectives.



* The Power of AlignmentMark shares how Toyota’s breakthrough with the Lexus brand was achieved by aligning the whole organization—product development, marketing, sales, and manufacturing—around a clear, bold objective using hoshin kanri.



* It’s Not Just Top-DownSuccessful strategic execution requires both leadership direction and frontline insight. Innovation often emerges from understanding real customer problems at the ground level.



* Vertical & Horizontal AlignmentVertical alignment connects executive strategy with actions at every management and frontline level. Horizontal alignment ensures departments and functions work together toward shared objectives, rather than working at cross-purposes.



* Catchball: The Engagement MechanismThe Catchball process is a key component of hoshin kanri. It facilitates structured dialogue up and down the organization (vertical) and across teams (horizontal), fostering ownership, learning, and consensus on strategic objectives and how to execute them.



* Practical First Steps for Product LeadersMark explains how product leaders can start using hoshin kanri by focusing on a handful of clear objectives, breaking them down into actionable departmental and individual goals,

How product managers can see around corners



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TLDR



In this episode of Product Mastery Now, I’m interviewing Jod Kaftan, service design leader at Launch by NTT Data and former head of product design and research at Oracle, to explore strategic foresight—a methodology that moves product managers beyond traditional road mapping to anticipate and shape the future their products will compete in. Jod explains how evidence-based imagination creates competitive advantage and shares practical tools for applying futuristic methodologies to product development, helping teams escape short-term thinking and position themselves for the futures they can see coming.



Introduction



Too many product managers are building tomorrow’s products with yesterday’s planning methods. While your competition is reacting to trends after they’ve already taken hold, what if you could be the one who sees the trends coming? In this episode, we are exploring a methodology to give you that advantage—strategic foresight for product managers. This allows you to move beyond traditional road mapping to anticipate and shape the future your products will compete in. This is evidence-based imagination that gives you a real competitive edge.



Our guest is Jod Kaftan, previously the Head of Product Design and Research at Oracle and now the service design leader at Launch by NTT Data. With over 20 years of experience helping organizations from Sony, Google, Wells Fargo, and others navigate uncertain futures, Jod is known for moving teams beyond traditional 3-horizon planning to apply real futurist methodologies. He’s pioneered approaches that turn “evidence-based imagination” into competitive advantage.



Also, Jod is keynoting at my favorite product innovation conference, the Product Development and Management Association’s Ignite Innovation Conference. It is Sept 13th-16th in Chicago. Go to PDMAsummit.com for details about the conference.



Miss this conversation and your roadmaps will stay trapped in short-term thinking while more strategic competitors position themselves for the futures they can see coming. That’s a risk you can’t afford, and this episode will equip you to avoid it.



Summary of Concepts Discussed for Product Managers




* Human-Centered Approach to InnovationJod emphasizes expanding human-centered design beyond end users to include all stakeholders—frontline employees, partners, and anyone involved in delivering customer value. This front-stage/backstage perspective recognizes that improving employee experience inevitably improves customer experience.



* What is Strategic Foresight?Strategic foresight is an evidence-based imagination approach that moves beyond prediction to explore what’s probable, possible, and preferable. It’s about getting out of the prediction business and into building more agile, adaptive organizations by using personal agency to curate preferred futures anchored in values.



* The Triangle Framework: Probable, Possible, PreferrableJod outlines a framework starting with probable futures (what’s likely), expanding to possible futures (what could be), and culminating in preferred futures (what we want based on our values). This creates guiding images that point back to actions we should take today.



* Evidence-Based ImaginationStrategic foresight uses detailed, systematic imagination that activates multiple brain regions. By imagining futures with painstaking detail,

How PDMA used VOC research to drive innovation



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TLDR



In this episode, Kristyn Corrigan shares insights from a recent Voice of the Customer (VOC) research project for the Product Development and Management Association (PDMA). We explore how product professionals can move beyond assumptions to capture meaningful customer insights, the methodologies behind robust VOC research, and actionable findings that can transform both products and organizations. Key takeaways include practical steps for conducting qualitative and quantitative VOC and understanding how to identify the most valuable unmet customer needs.



Introduction



Here’s the brutal truth about customer research: Most product managers and innovators think they know their customers, but they’re building products for assumptions, not real people. In this discussion, we are detailing a recently completed Voice of the Customer project that’s helping the longest existing professional association for—guess who—product managers and innovators! That’s right—the VOC project was to better understand who the ideal customers of the professional association are and what their needs are. The association is one I’ve talked about before—PDMA, the Product Development and Management Association. If you’ve ever struggled to get meaningful customer insights, felt overwhelmed by diverse customer segments, or wondered how to turn research findings into actual product changes, this episode is for you. 



Our guest is Kristyn Corrigan, Principal at Applied Marketing Science and PDMA Board of Directors member. With 17 years of consulting experience, she’s helped companies transform customer insights into successful products. She leads the Insights for Innovation practice, has published work in Fast Company, and guest lectured at MIT Sloan.



Summary of Concepts Discussed for Product Managers




* Genesis of the PDMA VOC Project:Motivation behind conducting formal VOC research for PDMA after a 20-year gap—driven by the need to understand current and prospective members’ needs, retention, and engagement strategies.



* Segmentation Strategy:PDMA membership includes academics, practitioners, and service providers. The research intentionally sampled a mix across these segments and various career stages (early, mid, late).



* Methodological Approach:

* Qualitative, in-depth interviews kicked off at the 2024 PDMA conference (21 interviews with diverse participants).



* Ensured unbiased sampling, including non-members and attendees at other industry events.



* Use of open-ended discussion guides and a focus on eliciting stories and real experiences to minimize bias and dig deeper into needs.





* Transcription and Analysis:

* All interviews were transcribed verbatim.



* Introduction of a fine-tuned AI model specifically developed for qualitative VOC analysis, trained on numerous past studies.



* Side-by-side analysis showed high overlap between AI and human analysts, but each also uncovered unique needs.





* Quantitative Follow-Up:

* Validated qualitative insights with a broader online survey.



* Built an opportunity matrix based on need importance and market performance, highlighting areas for innovation.





* Insights PDMA Learned from VOC Research:

* Certification is important, but well met in the market—opportunities for innovation exist in building mean...

A product manager’s journey to Product VP



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TLDR



In this episode, I talk with Adam Feinstein, Vice President of Product at AppFolio, about what makes a great product leader in technology organizations. Adam shares his journey from electrical engineering in semiconductors to leading product teams in software, discussing the transitions, challenges, and valuable lessons he’s learned along the way. We explore topics like transitioning between industries, moving from individual contributor to leader, the importance of people problems over technical ones, business acumen, collaborating across functions, the value of mentors and coaching, and Adam’s strategies for staying organized and effective as a VP of Product.



Introduction



What distinguishes great product leaders in complex technology companies, and how do you become a great product leader? Is it technical knowledge, business acumen, or something else entirely? In this discussion, we’ll examine product leadership in tech organizations. 



Our guest is Adam Feinstein. We met at a product leadership group Rich Mironov organized to help product leaders excel. Adam is Vice President of Product at AppFolio. He has navigated the challenging journey from individual contributor to executive leadership, including switching from the hardware industry to software. AppFolio is transforming property management through innovative cloud-based solutions.



Whether you’re an aspiring product manager wondering about your career trajectory or a seasoned leader facing complex challenges, Adam’s candid insights on successes and trials will be helpful. 



Summary of Concepts Discussed for Product Managers




* Adam Feinstein’s Career Path:

* Transitioned from semiconductor physics to software product management.



* Valued curiosity and willingness to learn over static domain knowledge.



* Took a step back in job title to move into software, which paid off in the long run.





* Key Product Leadership Transitions:

* Moving from individual contributor to group product manager was a significant growth point, emphasizing hiring, networking, and giving away ideas.



* Director and VP roles require more focus on people and cross-organizational collaboration.



* Learned the mantra: “Every problem is a people problem.”





* Importance of Business Acumen:

* Early exposure to business fundamentals (P&L, costing, pricing) was important.



* Understanding the business “money story” and being able to speak the language of business helped in senior roles.





* Collaboration and Communication:

* “Slow is smooth, smooth is fast” – taking time to align stakeholders leads to better and faster outcomes.



* Effective communication and ensuring others truly understand intentions and strategy is vital.





* Coaching, Mentorship, and Growth:

* Adam benefited from a variety of mentors, each teaching a different skill (business, marketing, strategy).



* Personal coaches were instrumental, especially in creating frameworks and honing people skills.





* Role of a VP of Product:

* A typical month is focused on clear priorities, impactful writing, coaching, product reviews, and cross-functional advocacy.

UX research practices to maximize product team resources



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TLDR



During my conversation with Nick Cawthon, a UX research expert who drives innovation at Gauge and teaches at the California College of Arts, we explored how product teams can strengthen their customer research capabilities without slowing down development. Nick emphasized that while technology is accelerating design and development at unprecedented speeds, successful product managers must balance this velocity with strategic research methods like ethnographic studies and observational research. The key insight: Investing time upfront in understanding what customers actually need—not just what they say they want—prevents building dead-on-arrival products and saves significant development resources. Nick shared practical approaches for resource-constrained teams, including guerrilla research techniques at conferences and mixed methods combining qualitative insights with quantitative data.



Key Topics




* De-risking product development through upfront customer research investment



* Ethnographic research methods



* Rapid research strategies



* AI integration in research



* Guerrilla research techniques



* Building research capabilities within existing product teams without dedicated researchers



* Service design perspective for understanding complete customer journey experiences




Introduction



We’re talking about research methods and tools that drive smarter product decisions. This is research that helps you uncover what customers really need, not just what they say they want. If you’ve ever wondered how to get better insights without slowing down development, this episode is for you. You’ll walk away with practical advice on how to strengthen your team’s research muscle, even if you don’t have a dedicated researcher.



To help us, our guest is Nick Cawthon. Nick has been shaping the UX and research space in San Francisco for decades. He’s spoken at Google’s Tech Talks, Stanford, and PARC. He is an adjunct professor at the California College of the Arts and a Data Science Program Mentor at the University of California. He now drives innovation at Gauge, which helps companies solve complex design challenges. They integrate mixed methods research approaches into product design process to create products customers want, need, and love.



The Evolution of UX Research in Product Development







The landscape of product development fundamentally shifted when Apple introduced the iPhone, and with it, a new understanding of what makes technology truly user-friendly. During my recent conversation with Nick Cawthon, a seasoned UX research expert who has been shaping the research space in San Francisco for decades, he reflected on this pivotal moment that transformed how we approach customer research methods.



Before 2010, Nick explained, anyone claiming to be a UX practitioner would raise eyebrows because the field simply wasn’t mainstream. The concept of user experience research was largely unknown outside specialized circles. However, the iPhone’s success sparked a question across the tech industry: Why do Apple’s products “just work” while others require extensive user manuals and troubleshooting?



The iPhone marked a fundamental shift from subjective design approaches to objective, research-driven product development. Nick described how designers previously operated from a place of person...

Product portfolio management skills that transform product managers into strategic leaders



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TLDR



Innovation portfolio management is the bridge between strategy and execution that many product managers overlook, yet mastering it becomes essential for both successful idea championing and career advancement into senior leadership roles. Colin Nelson, Chief Innovation Consultant at Hype Innovation, explains how effective portfolio management requires strategic alignment through foresighting and core competency analysis, agile design with regular review cycles, and the implementation of an “innovation shelf” to store viable concepts for future development. Organizations must balance resources across incremental improvements, adjacent innovations, and disruptive projects while leveraging both internal teams and external partnerships to accelerate development and reduce risk. The key lies in creating transparency across all innovation efforts, establishing common data collection methods, and building flexibility into the portfolio to pivot when market conditions change.



Key Topics




* Portfolio Management Fundamentals



* Strategic Innovation Alignment



* The Innovation Shelf Strategy



* Agile Portfolio Design



* Resource Optimization



* Three-Tier Portfolio Structure



* Collective Intelligence



* Portfolio Review Processes




Introduction



Have you ever pitched a brilliant product idea only to watch it disappear into the corporate abyss? When I teach product managers about the seven elements of product mastery, their eyes often glaze over when we reach portfolio management. “That’s someone else’s job,” they say, usually referring to senior leadership. But here’s the wake-up call that changes their perspective: First, you’ll never successfully champion your ideas if you don’t understand how they fit into the larger portfolio puzzle. And second—for the career-minded among you—you won’t ascend to senior leadership positions without understanding how portfolios are constructed and managed.



Those are two good reasons to learn more about portfolio management, which is why Colin Nelson is joining us. Colin is the Chief Innovation Consultant at HYPE Innovation, a leading provider of innovation management software and consulting services. He is an expert in the field of Collective Intelligence, supporting global organizations and communities on how to achieve efficient, effective, and sustainable innovation and business change using online tools and processes. Colin is a respected thought leader on several innovation subjects, including Innovation Management, Enterprise Collaboration, and Innovation Portfolio Management, publishing numerous articles on these topics.



So whether you’re trying to get your product ideas noticed or plotting your path to senior leadership, today’s conversation will equip you with the portfolio management knowledge you need to succeed.



The Four Pillars of Innovation Performance



In Colin’s work helping companies improve their innovation performance, he noticed four main themes that create the foundation for effective innovation portfolio management and provide a roadmap for systematic improvement.




* Absorbing External Signals



* Employee Involvement in Innovation



* Value Chain Innovation

How to be a future-proofed product manager



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TLDR



In my recent conversation with Steve Johnson, former lead instructor at Pragmatic Marketing and product management coach with 30 years of experience, we explored how AI is reshaping product management. Steve emphasized that while AI will automate many tactical aspects of product management, the strategic role becomes even more critical. Product managers must focus on understanding customer problems rather than jumping to solutions, avoid disconnection from customers, and break down organizational silos. As AI transforms our work, product managers who embrace their strategic role will thrive, while those who don’t risk becoming obsolete.



Key Topics




* AI’s impact on product management roles and responsibilities



* Using AI as a companion rather than a replacement



* The importance of a problem-centered approach



* How organizational structures often hinder effective product innovation



* The evolving role of Product Ops and its proper implementation



* Breaking down organizational barriers to information flow




Introduction



Today’s episode is a free-form discussion. In this series, I’m reaching out to past colleagues and experts whom I’ve talked with before to catch up and discuss the state of innovation and product management. My guest doesn’t know what I’m going to ask him, and I don’t know what he’s going to ask me.



With me is Steve Johnson. I have known Steve Johnson for a few years. I knew him by reputation when he was the lead instructor at Pragmatic Marketing, where he led instructional efforts and created training for 15 years you. We met at a conference a few years ago and have kept up since then. Today, Steve coaches product teams with a focus on the strategic role of product management, which will come into our discussion today.



AI’s Impact on Product Management







Steve began our discussion by mentioning his concern about the impact of AI on product management. He told a personal story that illustrates AI’s current capabilities. After experiencing heart-related concerns, he wanted to analyze his medical history to identify any patterns. Faced with ten years of text-based medical records, he uploaded the PDFs to ChatGPT and asked it to create a chart tracking his blood pressure, pulse, and weight over time. Within seconds, he had the visualization he needed. However, later someone asked him if he was concerned about training the model with his personal health data. Like many people, Steve had never considered this concern before.



Many professionals are uploading sensitive information to AI systems without fully understanding the implications. Sales teams upload call sheets, product managers share product ideas, and countless others input proprietary data into these systems without considering who might access this information.



For product managers specifically, Steve described AI as a “watershed” moment comparable to the introduction of the internet and World Wide Web—a truly business and life-changing technology. His perspective balanced optimism with caution:






Opportunities





Challenges







Elimination of tedious product management tasks

How product managers can build an environment for breakthrough innovation



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TLDR



In my conversation with Catherine Connelly, a 20-year tech entrepreneur who co-founded MyYearbook at 15 and grew it into The Meet Group (a $500 million exit), we explored how to build environments where breakthrough product innovation happens consistently. Catherine emphasized that innovation culture starts with founders but can be cultivated by anyone willing to embrace failure, iterate quickly, and keep customers at the center of all decisions. The key is creating psychological safety, celebrating learning from failures, and making risk-free experimentation possible.



Key Topics




* Building psychological safety that enables risk-taking



* Structuring product results meetings that celebrate learning from failures



* Creating systems that make experimentation truly risk-free



* Implementing a “kill fast” mindset for unsuccessful products and features



* Using customer stories to drive meaningful innovation



* Balancing operational execution with innovation initiatives



* Leveraging storytelling to gain support for innovation efforts




Introduction



Ever wondered why some teams consistently create breakthrough products while others are barely keeping up on maintenance work?  



Today, we’re tackling how to build environments where product innovation actually happens! Every product leader has watched promising ideas die because of organizational roadblocks, excessive caution, or flawed decision processes. You know firsthand that brilliant concepts mean nothing without the right conditions to develop them. From this episode, you’ll walk away with methods to immediately transform how your team innovates. 



Our guest, Catherine Connelly, is a 20-year female tech entrepreneur. She co-founded MyYearbook at 15 years of age and grew it into The Meet Group, a social dating company, later achieving exits totaling $600 million. Her recent book Designing Success: Lessons from 20 Years as a Female Tech Entrepreneur captures two decades of creating environments where breakthrough innovations thrive despite constant market shifts.



Building a Foundation for Innovation Culture



Catherine explained that innovation culture starts with the founding team and how they approach work from the very beginning. At MyYearbook, the foundation for innovation began with a sibling dynamic between Catherine and her brothers that created natural psychological safety.



Working with her brothers meant they were used to bouncing ideas off each other without fear of judgment. This family dynamic established an environment where team members could pitch ideas without worrying about negative consequences if those ideas didn’t succeed. The understanding that a person’s worth isn’t tied to the success of their last idea became a cornerstone of their innovation approach.



For product managers looking to foster innovation, the culture supporting innovation typically comes from the founders or founding team. How things work from the very beginning shapes the organization’s approach to experimentation and risk-taking.







Catherine described how this initial foundation allowed her team to maintain a culture of innovation throughout the company’s growth:

How product leaders can stay as focused as a bee



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TLDR



In today’s distraction-filled world, product managers and leaders struggle to maintain focus. In my recent podcast interview with Jones Loflin, author of Focused as a Bee, we explored how the honeybee’s remarkable focus and intentionality can teach us valuable productivity lessons. Jones shared six “permissions” that form a framework for improving focus, along with practical strategies for managing distractions and creating environments conducive to deep work. This article unpacks these concepts specifically for product leaders looking to enhance their productivity and effectiveness.



Key Topics




* Lessons from honeybees for product managers



* The difference between being “busy” versus being “focused”



* The six permissions to focus: Prioritize, Plan, Be Unavailable, Recharge, Change, and Be Consistent



* Practical strategies for managing both internal and external distractions



* Creating triggers and environments that support focused work



* Applying focus techniques with limited schedule control



* Using focus to drive product innovation and change management




Introduction



Have you ever reached the end of your workday and wondered, “What did I even accomplish today?” With endless emails, notifications, and distractions pulling us in every direction, staying focused feels harder than ever. But what if we could take a lesson from one of nature’s most efficient workers—the honeybee—to regain control of our attention and productivity?  



That’s exactly what today’s guest, Jones Loflin, will share with us—practical tips and mindset hacks for improving our focus.  



Jones is a successful speaker and the author of several books including his latest, Focused As A Bee, as well as Always Growing, Juggling Elephants, and Getting To It. He also worked as a senior trainer on the best-selling book, Who Moved My Cheese? Jones has 30 years of experience, growing confident leadership, implementing change and improving productivity with simple, no-fluff solutions.



Focused as a Bee



The statistics are sobering: 79% of professionals find it impossible to focus for more than an hour, with 59% unable to maintain focus for even 30 minutes. Our thoughts typically shift to something else after just three minutes.







Most of us have heard the phrase “busy as a bee,” but Jones challenged this common expression. Being busy implies activity but not necessarily accomplishment. Through his experience as a beekeeper, Jones observed that bees are actually “focused as a bee” — intentionally directing their time and energy toward what’s most important at every moment.



This distinction is critical for product leaders. In our world of constant demands and shifting priorities, we can easily fall into the trap of being perpetually busy without achieving meaningful outcomes. The honeybee, however, demonstrates an unwavering commitment to what matters most for the colony’s survival and success.



Jones’s journey into beekeeping began when he and his daughter received a hive as a gift. Their first colony died after a year because they weren’t good beekeepers yet. This experience taught them an important lesson: Bees have a mind of their own and remain laser-focused on what they want to accomplish....

How LEGO built a passionate community that drives product growth



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TLDR



Community-driven product development transformed LEGO from near-bankruptcy to industry leadership by engaging adult fans and positioning LEGO as a creative medium. This approach creates authentic relationships with customers who become collaborators, advocates, and co-creators for your products, ultimately driving innovation and business results.



Key Topics




* Relational not transactional: Build genuine relationships where “everybody goes home happy” rather than viewing community as free marketing or support



* Four-part framework to build a community: Find the right people, identify the right timing, define clear outcomes, and design engaging activities



* The “Octopus Theory”: Community engagement delivers multiple simultaneous benefits including better product decisions, advocacy, team motivation, and competitive differentiation



* Ecosystem thinking: Communities influence broader audiences beyond direct participants



* Executive champions: Senior-level support is crucial for sustainable community initiatives



* Power of direct interaction: Engineers and product teams respond to feedback when hearing directly from customers



* Shared purpose: Rally around something bigger than either individual benefits or company goals




Introduction



Today we are talking about building passionate communities that drive product growth. How can you create authentic, engaged communities that transform your product’s trajectory? We’re talking about turning fans into collaborators, advocates, and even co-creators. As a product manager, you need to know how to build something customers don’t just use—but love. This discussion will explore the steps to tap into the power of community, learning from successful examples at LEGO and Apple. 



Our guide to make all this happen is Jake McKee—the original LEGO Community Guy. He didn’t just grow a community—he helped change the culture of one of the world’s most iconic brands, reviving a rapidly declining company. Today, he advises organizations on how to build loyal communities that fuel innovation and drive business results. 



This discussion will help you avoid disaster and instead deliver sustained growth.



The LEGO Turnaround Story: A Community-Driven Renaissance







When Jake McKee joined LEGO in the early 2000s, the iconic brand was heading toward a financial cliff. By 2003, the company was nearing bankruptcy – a fact that many people today don’t fully appreciate. The problem stemmed from a fundamental misunderstanding of what made LEGO special.



In an attempt to stay relevant in a world where children had less free time for play, LEGO had simplified their products – replacing multiple bricks with larger, single-piece components that reduced building time. As Jake explained, this strategy backfired spectacularly. The simplified products lost the core appeal of LEGO– the ability to build and rebuild with flexible components. The result was “the world’s worst toy” – not good as a traditional toy and not good as a LEGO product.



Jake joined LEGO Direct, a division tasked with centralizing all direct-to-consumer efforts, including:




* Catalog sales



* Early online presence

Sustainable product management drives business success



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TLDR



Sustainable product management integrates environmental considerations into the entire product lifecycle, creating value for businesses, customers, and the planet. Kaila Byrzgalski’s experience at Steelcase demonstrates how a dedicated sustainability role can bridge the gap between corporate environmental goals and product innovation. By approaching sustainability as a core business strategy rather than a separate initiative, product managers can discover opportunities to reduce costs, attract environmentally conscious customers, and build more resilient products.



Key Topics




* Cross-functional integration is essential – sustainability connects portfolio management, marketing, design, and operations



* Three layers of sustainability exist in organizations: corporate reporting, product stories, and detailed product data



* Lifecycle assessments help identify environmental hotspots and improvement opportunities in products



* Sustainable materials innovation can simultaneously reduce costs and environmental impact



* Business benefits include cost optimization, market expansion, and strengthened customer relationships



* Getting started requires overcoming analysis paralysis by taking small, meaningful steps



* Every role can be a sustainability role, with product managers uniquely positioned to drive meaningful change




Introduction



We’re diving deep into a topic that scarcely existed a decade ago: sustainable product management. Sustainability is no longer a buzzword—it’s a core strategy for product leaders like Kaila Bryzgalski at Steelcase. If you’ve ever wondered how sustainability improves product innovation and business success, this discussion is for you. You’ll gain insights into real-world practices from Kaila, a leader who’s created her role from scratch, making a tangible impact at Steelcase. Together, we’ll learn why sustainability is not only vital but also how to integrate it into product strategy.  



Creating a Sustainable Product Management Role



Steelcase has approached sustainability as part of its corporate DNA for over 100 years. The company has long valued “people and planet” alongside profit. This foundation made it possible for Kaila to create a specialized role focused on product sustainability marketing.







The company employs what Kaila called a hub-and-spoke sustainability model:




* The Hub: A central sustainability team of subject matter experts



* The Spokes: Specialized sustainability roles in different departments:

* Marketing



* Operations



* Supply management



* Design






Understanding a Portfolio Manager for Product Sustainability Role



The portfolio manager for product sustainability position at Steelcase sits at the intersection of multiple departments. This cross-functional role connects brand communications, marketing, portfolio management, and product development with the sustainability hub and corporate ESG impact team.



Kaila described managing what she called “the layers of sustainability”:






Sustainability Layer





Description

The most important takeaways from past episodes of Product Mastery Now



TLDR



Product innovation requires deliberate approaches to teamwork, problem-solving, and customer understanding. John Spero, former senior R&D manager and current innovation professor, highlighted frameworks and methodologies that help product teams work effectively together. These include using tools like DISC assessments to build stronger teams, applying Design Thinking approaches to understand customer needs, and using creative problem-solving techniques to tackle innovation challenges systematically.



Key Topics




* Building innovation cultures and effective product teams



* Using DISC assessments to improve team dynamics and productivity



* Applying Design Thinking frameworks to solve complex problems



* Voice of the Customer methodologies for deeper customer insights



* Divergent and convergent thinking techniques for innovation



* Tackling the “fuzzy front end” of product development



* Facilitation tools like Six Thinking Hats and Phoenix Checklist



* Best practices for prototype development and testing



* Professional development paths for product managers




Introduction



In this episode, our guest is highlighting some takeaways from previous episodes of Product Mastery Now and sharing how they connect with his work today, teaching innovation.



With us is John Spero. John has had a long and successful career in product development and management and related roles, including being a senior R&D Manager at Praxair and then Lean Specialist as well as an Agile Coach for the same organization, including after the acquisition by Linde, the global industrial gases company based in Ireland. Now he teaches at Daemen University in their Leadership & Innovation program, focusing on critical thinking, decision making, and problem-solving skills for complex innovation situations.



John and I met through the Product Development and Management Association (PDMA), and he invited me to help onboard product managers at Praxair. John assigns podcast episodes, including Product Mastery Now, to his students, and recently he suggested that we discuss key takeaways from these episodes. Let’s see what he has found that is essential for innovators to know. 



Building Culture and Teams for Innovation Success



Creating successful products starts with having the right innovation culture and effective teams.



John explained that before students can create valuable products, they need to understand how to foster an innovation culture within their organizations. This means creating an environment where creative thinking is encouraged, risk-taking is supported, and learning from failure is valued.



He referenced 493: Perfecting Product Culture and Teams, noting that many students come into his program with academic research experience but struggle to transfer that knowledge into actual product development. The bridge between research and product creation requires a supportive team culture.



What Makes an Effective Innovation Team?







John has found that the most successful innovation teams share several key characteristics:

Use the Press Release FAQ Framework to make better product management decisions



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TLDR



The Amazon PRFAQ framework is a powerful product strategy tool that helps teams “work backwards” from customer needs to create successful products. Unlike traditional approaches that start with solutions, this method begins by envisioning the finished product as if it already exists, forcing teams to clarify their vision, validate assumptions, and make better decisions before investing significant resources.



Key Topics:




* The PRFAQ is a strategic document with three parts: press release (1 page), customer FAQs (1 page), and internal FAQs (4 pages)



* The framework’s value comes from the discovery, debate, and decision process it creates



* Review sessions involve multiple stakeholders reading and critiquing the document



* Common mistakes include treating it as a marketing tool or including too many implementation details



* Benefits include stronger stakeholder alignment, better execution, and clearer distinction between facts and assumptions



* The approach is suitable for innovators beyond Amazon, including product managers, founders, and executives




Introduction



How can you transform your product innovation with Amazon’s revolutionary PRFAQ Framework – a proven approach not just at Amazon, but adopted by many organizations, resulting in successful product development and launches. That is what we’ll discover together in this episode. 



You’ll learn how to implement this “work backwards” approach in your organization, how to craft compelling press releases that define customer value from day one, and practical techniques to anticipate and address the tough questions that can make or break your product. 



Our guest today is Marcelo Calbucci, author of The PRFAQ Framework and an experienced product and technology leader. With over 25 years of experience, Marcelo has founded multiple startups, after getting the entrepreneurs itch, building on the experience he gained while working as a development manager at Microsoft. He has served as CTO at various companies, and developed the PRFAQ Framework based on his firsthand experience at Amazon. His deep expertise in product development and innovation makes him the perfect guide to help you apply and adapt Amazon’s innovation approach for your work. 



Use what Marcelo shares today to improve how you conceptualize, develop, and launch products that customers want and love. 



Amazon’s PRFAQ Framework: Transforming Product Innovation Through Working Backwards







The “working backwards” methodology, centered around the PRFAQ framework, offers a structured way to conceptualize, develop, and launch products that customers genuinely love. This approach isn’t just limited to Amazon – many organizations have adopted it with impressive results.



Marcelo developed this framework based on his firsthand experience at Amazon, building on knowledge gained as a development manager at Microsoft and through founding multiple startups. His deep expertise in product development makes him the perfect guide to help product managers adapt Amazon’s innovation approach to their own work.



Understanding the PRFAQ Framework



PRFAQ stands for Press Release and Frequently Asked Questions.

How product managers can create irresistible products



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TLDR



Product psychology goes far beyond traditional product-market fit. When customers feel compelled to buy products, they move from rational comparison to emotional connection. Successful products trigger what Laurier Mandin calls “the flip” – transforming wants into psychological needs, making purchasing non-negotiable.



Key topics:




* The psychology of “I need that” responses vs. traditional product-market fit



* How the “dog brain” makes purchase decisions 250x faster than rational thinking



* The “coveted condition” framework for emotional product connections



* Why products need to be 10x better to overcome status quo bias



* The CLIMB framework for identifying functional, emotional, transformative, and transcendent needs



* Integrating product development and marketing from the concept stage



* How craftsmanship and attention to detail create emotional value




Introduction



What makes a product not just desirable, but absolutely necessary in the minds of customers? In this discussion, we’re investigating the psychology of product development and marketing with Laurier Mandin. He is a product marketing strategist who has spent over three decades guiding hundreds of innovative products to market success. As founder of Graphos Product, he’s helped numerous startups and established brands through need-centric product development and compelling marketing strategies. With a deep understanding of consumer psychology and behavioral economics, he brings a unique perspective to product creation and marketing. He is also the author of  I Need That  and creator of the Product: Knowledge podcast.



You’ll come away from this conversation with fresh insights and practical frameworks for creating products that customers don’t just want – but feel they absolutely need. 



Beyond Product-Market Fit: Creating Products Customers Are Compelled to Buy



Product managers often focus on achieving product-market fit – that sweet spot where a product satisfies a specific market need well enough to sustain itself and grow. I asked Laurier what the different is between a product that achieves product-market fit and a product that a customer is “compelled to buy.”



While product-market fit focuses primarily on rational factors like features, pricing, and market size, being “compelled to buy” taps into something deeper – the psychological transformation that happens when a want becomes a need.



The “Flip” From Want to Need



Laurier described this transformation as “the flip” – the moment when our mind converts a desire into a psychological need. Beyond basic physiological needs, our perceived needs are mental constructs. When a product triggers this flip, owning it becomes entirely non-negotiable. Customers will overcome any friction or barrier to get it.






Traditional Product-Market Fit





Products Customers Are Compelled to Buy







Focuses on rational factors (features, pricing)

Transform product team collaboration with Workshop Culture



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TLDR



In my recent conversation with Alison Coward, author of Workshop Culture, we explored how product managers can transform collaboration and problem-solving through effective workshop facilitation. Alison shared that workshop culture isn’t about running constant workshops but about applying workshop principles to everyday collaboration. The key is a three-part approach: thorough preparation before, skilled facilitation during, and consistent follow-through after. By starting with the end in mind and focusing on creating the right environment for both introverted and extroverted team members, product managers can break down silos and foster innovation as a collective outcome.



Key Topics




* Defining workshop culture and its importance for cross-functional collaboration



* The three-part workshop process (before, during, after)



* Starting with the end in mind when planning workshops



* Effective facilitation techniques that balance different communication styles



* The power of being the “ignorant” facilitator without domain expertise



* Creating the right physical environment for productive workshops



* Ensuring post-workshop implementation and follow-through



* Real-world example of transforming organizational collaboration



* Innovation as a collective outcome requiring effective team dynamics




Introduction



Today we’re exploring how product managers can improve their work with stakeholders, promote collaboration and trust, and apply a problem-solving approach. Our guest is Alison Coward, author of Workshop Culture: A Guide to Building Teams That Thrive. With over 20 years of experience leading creative teams, Alison has helped organizations worldwide boost team creativity, productivity, and collaboration. We’ll unpack what workshop culture means, learn practical steps for product managers to design impactful workshops, and hear real examples of how these techniques have helped teams overcome challenges.



Understanding Workshop Culture







Alison defined workshop culture as “ a team culture that uses the principles and practices of workshops and facilitations to achieve creativity and productivity and to build a more effective environment for team collaboration.” It doesn’t mean a team is running workshops all the time. Instead, it’s about applying the principles and practices of workshops and facilitation to create a more effective environment for team collaboration.



Think about the last great workshop you attended. Remember that feeling at the end of the day – ideas flowing freely, people engaging meaningfully, and clear outcomes achieved. Often, this feeling disappears when you go back to work the next day. Workshop culture aims to capture this energy and extend it into everyday work.



Despite recognizing the importance of collaboration in theory, many product teams struggle to make it work in practice. Meetings become status updates rather than problem-solving sessions. Stakeholders protect their territory rather than exploring possibilities. The implementation gap between idea and execution grows wider.



Workshop culture bridges this gap by focusing on three key elements:






Element





Description

AI in product management – perspectives from the legal industry, education, and entrepreneurship



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TLDR



In my recent conversation with product executive and former colleague Matt Coatney, we explored how artificial intelligence is transforming product management and innovation. The technology has evolved dramatically in the past decade, from fragile, expensive systems to powerful tools that integrate seamlessly into workflows. Product managers can leverage AI for everything from customer research and brainstorming to prototyping and workflow automation. While organizations must balance specialized versus general AI tools and address concerns like hallucinations and data privacy, the benefits for productivity and innovation are substantial. The most successful implementations focus on solving real customer problems and seamlessly integrate into existing workflows.



Key Topics




* Using AI as a brainstorming partner to overcome creativity blocks



* Accelerating product development with AI-powered prototyping tools



* Integrating AI into product management platforms and workflows



* Balancing specialized AI products versus general-purpose models



* Managing AI hallucinations and verification challenges



* Learning from AI adoption in risk-averse industries like legal



* Impact on mentorship and professional development



* Future trends: local AI models and data privacy




Introduction



In this episode, we had a free-form discussion. My guest doesn’t know what I’m going to ask him and I don’t know what he is going to ask me. Our goal is to make the discussion valuable for product managers, leaders, and innovators.



Joining me is a former colleague, Matt Coatney. We worked together on an important product for LexisNexis. I went on to teach graduate courses in innovation and coach product managers and leaders in organizations, while Matt got more involved in Information Technology, leading professional services and consulting operations for a few organizations as well as serving as CIO for one of the large law firms in the US. His career started in AI systems some 25 years ago and today he continues learning about and applying AI and is also is a product executive.



The Current State of AI in Product Management



Matt asked about my observations of the effects of AI, from the perspective of a product manager, entrepreneur, and educator.



Last year at the Product Development and Management Association (PDMA) conference, three separate sessions featured AI tools specifically designed for customer research. This wasn’t just theoretical discussion. These were practical applications already being implemented by forward-thinking product teams.



At the PDMA conference, I participated in a workshop led by Mike Hyzy, where we completed what would normally be a 3-5 day Design Sprint in just three hours. Our team consisted of four humans and one AI companion, which functioned as a fifth team member. The AI was operated by someone skilled in prompt writing who understood the product space.



What impressed me most was how the AI accelerated our work. When we brainstormed customer problems, the AI helped us explore details we hadn’t considered. It suggested unmet needs, offered additional perspectives, and helped us develop a comprehensive view in a fraction of the time it would have taken traditionally.

 Product management is the best path to senior leadership



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TLDR



In my recent interview with Elizabeth Samara-Rubio, Chief Business Officer at SiMa.ai, we explored the journey from product management to senior leadership. Elizabeth shared how her product management experience at HP and other companies shaped her approach to business leadership. She emphasized the importance of setting a clear North Star for teams, challenging assumptions with data, and creating a culture that embraces calculated risk-taking. Her insights on Edge AI applications revealed how companies are gaining competitive advantages through both product-focused and process-focused AI integration strategies.



Key Topics




* How product management experience provides a foundation for executive leadership



* Setting direction as a senior leader through clear vision and metrics



* Edge AI applications and benefits: privacy, security, and cost advantages



* Creating customer value through innovation and “getting your own truth”



* Building a data-driven leadership culture



* Two approaches to AI integration: product-focused and process-focused



* Advice for product managers aspiring to senior leadership roles




Introduction



When you meet an exceptional product manager – a product master – you’re often seeing a future business leader in the making. They have a spark – an obsession with customer needs, a knack for strategy, an ability to unite teams around a vision – it’s the same DNA that builds great companies. Our guest today embodies this evolution, taking her product management foundation to pioneer AI innovation and lead high-growth companies. 



From launching products at HP in the late 90s to driving AI innovation today, Elizabeth Samara-Rubio’s journey offers unique insights into how product management shapes business leadership. As Chief Business Officer at SiMa.ai, she’s now at the forefront of Edge AI technology, bringing artificial intelligence directly to devices where decisions need to be made. In this discussion, we’ll explore how Elizabeth’s early product management experience influences her approach to building high-growth, customer-focused companies. We’ll also dive into her perspective on AI’s transformative impact on industries, drawn from her work at the intersection of strategy, product, and artificial intelligence. 



Whether you’re a product manager looking to expand your influence or a business leader interested in the impact of AI on your industry, Elizabeth’s insights bridge the gap between product thinking and company building. 



From Product Manager to Business Leader



Product managers are prepared to be leaders, as the challenges of balancing multiple stakeholders, making data-driven decisions, and keeping customers at the center of everything you do are experiences that translate directly to executive roles.



The transition from managing products to leading businesses isn’t automatic, however. It requires developing new skills while leveraging the product mindset that made you successful in the first place. As Elizabeth’s journey shows, product managers who successfully make this leap often maintain their customer focus and data-driven approach while expanding their vision to encompass the entire business.



Throughout our discussion,