Albert Dias

Question for the Product Managers out there ❗ Share your story.. How do you build a Product in a Tech Scale Up?? Head of Product at JEX, Esther Kuijpers-Bastein will tell you about her experience on how to build a product in a tech scale-up. 👉 How this can affect your product strategy, what we have learned from it. 👉 How we stay on track despite making major changes, but always with the end goal in mind. #productmanagement #productmanager #software #product #devworld #devworldconference

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A great writeup about Fractional Product Leadership by Jason Knight I think one of my favorite quotes from the article is 1.1.3 Fractional Leaders: Adaptive and Embedded Fractional leadership can combine elements of both interim leadership and consulting. Fractional leaders are adaptive and embedded, filling gaps in the product organization while providing strategic guidance. https://lnkd.in/gQ_pqdrt

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***What is the purpose of clarifying questions in your tech/product/business interviews and how to ask good clarifying questions in your interviews.*** To understand the answer to this let’s first understand why questions are designed to be open ended. Well, the short answer is this is how life is everywhere - the questions that you face are unstructured complex problems with multiple different vectors at play. The question facing you is just a simulation of life. Example - you are a product guy at an early stage start up which let’s say builds video conferencing tools - how would you assess your product market fit and figure out what to build next or what size of engg team is required to get to a decent MVP++ product You are a founder of a mapping startup - how will you find out which verticals to focus on should you focus on Logistics, Trucking, Food delivery - which verticals you have max chances of success? And in all these scenarios the next step is not to start thinking about the answer, the problem statement is too open ended at this point. What you need to do is find a way to narrow down the problem statement, make it sharper, more clearer, a simpler problem to solve and the way you do it is asking yourself more questions in real life or in an interview setting discuss with your interviewer. Now, obviously in a time constrained environment you want to focus on only key points and that is the topic of another post. Stay tuned! Follow me for high quality content, and to get to part 2 of this https://lnkd.in/gHweK_q7 AND also here https://lnkd.in/ggUKftFq My Playbook - https://lnkd.in/gHzyN-Xc My Channel - https://lnkd.in/gs6qnNUJ

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“If there is no clear owner, then it’s the PM that owns it.” I sat down with Esteban Contreras from #ProductState to discuss Product leadership, or Prioritization process at Productboard. We also dug into the concept of Extreme Ownership, which is a principle I firmly believe in. Read more: https://lnkd.in/eVN47mWn #productmanagement #productexcellence #ownership

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MVP—> 🚀 launching a 💩 product into the wild 🦁! Some people think of the Minimum Viable Product (MVP) as the minimal effort needed to launch a product; this misunderstanding usually results in a poor product. The customer experience matters: how they see, hear, feel, and interact with your product. A wrong first impression leads to churn and negative associations. Internally, a rushed MVP creates operational bottlenecks and workarounds, increasing costs and making the product rigid. The key word is "viable". An MVP should help your organisation mitigate risk by testing the product in the real world early. Some call it a Minimal, Lovable Product, focusing on solving customer problems and providing value. Products are complex. Viewing them as ecosystems rather than linear constructs helps frame the MVP. Don't waste time gold-plating; you don't know how your product will be received. Find the balance between launching early and offering a viable/lovable solution. Next time someone mentions MVP, ask: Will it scale (if needed)? Will it cause churn? Is the experience viable? What's the impact on operational costs as you grow? #mvp #mlp #product Image DALL-E using the text as a prompt, spot the hallucinations and errors 😆

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There is a big debate right now about approaches to product development. On one side, product coaches and authors like Marty Cagan and Petra Wille highlight what sets the best apart from the rest. On the other side, some practitioners argue these views set unrealistic expectations for the "real world." Really easily it becomes a battle of extremes. However, I believe it boils down to whether you believe in working a certain way or not. If we abstract the content the criticized books emphasize customer-centricity, leveling up your game, and striving higher. Taking inspiration from companies that work that way. You can't achieve this overnight, and you must adapt to your situation. But if you believe in these principles, they can work. You can make them work. 👉🏻 Let’s take a metaphor I relate to: I love running marathons and admire Eliud Kipchoge. He shows that no human is limited, running a marathon in under 2 hours. While I might never achieve that, I can still draw inspiration and push my own limits. The same applies to companies in product development. Strive for customer-centricity and value creation, but adapt to your context: • If you're managing outputs, start by validating assumptions and getting closer to your customers. • If you struggle with prioritization, begin discussing the goals you're trying to achieve. • If you work in B2B, start by talking to customers at least once before developing. Take inspiration, strive for value creation, and adapt these principles to your situation and your area of influence. In the comments some examples on how I worked with this “transformations in practice”. What is your take on the debate? 💡

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A critical mistake many product managers make is getting too wrapped up in the tactical aspects of Agile and feature prioritization. While these are important, neglecting strategic skills like user research and vision development can limit your impact and career growth. Focus on what truly matters to elevate your product and your career.

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💡If you want to take your group decision-making and stakeholder input collection to next level, make sure to read this excellent article by Shishir Mehrotra https://lnkd.in/ePHSKcpp

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Productivity tools for product managers: there are lots of them. I get an invite to a new tool 1x per week that is supposed to the be all tool for setting OKR's, creating roadmaps, kicking off projects, and tracking progress but... to anyone who is making these tools can I offer one tiny bit of #productivity advice: Tools are unhelpful if the person using them does not have any of the skills needed to set meaningful OKR's, create adaptable, value-driven roadmaps or know how to kickoff a project and keep people aligned. So what are all these new tools for if someone could pretty much use simple, structured docs & a calendar to do most of their work? Tools can help a PM keep track of things & report out progress but you need to know how to do the work itself: how to evaluate feedback, validate a need against a goal, form a project, scope it, kick it off, issue weekly comms & status reports. If you know how to do the work you can pretty much run an entire department, multiple teams, and transparently, regularly, report to multiple cross-disciplinary leaders in Notion or Coda + gather feedback through every possible channel and method in Productboard or #notion. Boom! Product operations complete! So what's up with all the tools #productmanagers? What is NOT working for you that another tool is the answer? Is it a skill gap? Is it organization, communication, presentation? Talk to me! What is driving the needs for all of these tools? I love a new tool too but really, none are better than these simple, straightforward, delightful ones so what gives? #productmanagement

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Most product leaders I speak to are feeling stuck—managing endless project lists handed down from the top. (With no say in product vision.) 😤 Why? Because companies (sadly) aren't ready for a problem-solving approach in product mgmt. They see R&D as a cost center—a group that serves the business rather than drives it. If you push too hard, it backfires. So how can leaders transform their product team from task executors to strategic problem solvers, without losing influence and pissing leadership off? Here are 4 levers we teach at Product Leadership Edge: ↳ Reframe transformation as a business need - It’s not about giving PMs more autonomy, it's about improving critical KPIs like customer retention or speeding up time-to-market. ↳ Assemble your Avengers - Moving from task execution to strategic thinking is a skill leap. PMs need to learn stakeholder influence, and leaders need to bridge high-level strategy with messy realities on the ground. ↳ Adapt to your context: Copy-pasting what worked at Spotify or Amazon won’t cut it. Understand your company’s unique dynamics and tailor the approach. ↳ Know when to push (and when to pause): Not every company is ready for this transformation. Timing matters. Have a business case prepped for whenever lightning strikes. PMDojo for Teams is helping organizations create an army of high-impact product managers to lead innovation in an ever-changing scenario. If you'd like to chat to understand how companies are leveling up their product departments to build a competitive edge, shoot me a DM. ——— 🔔 Follow me, Bosky Mukherjee, for more insights on breaking barriers for women in product and tech leadership. #productmanagement #productgrowth #womeninproduct #leadership

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Going from being a Senior Product Manager to being a Director of Product is painful. You might feel like an idiot 95% of the time. This is because leading a team of product managers is a radically different role from being an individual product manager. 3 ways Product Leader stay on top of their game: 1. They understand metrics in the context of being a director because their metrics will look different from those of an individual Product Manager. 2. They tie the dots between different product areas. 3. They know how to divide the scope among the different product managers they're leading.

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500 people have signed up for the free lightning lesson I’ll be teaching this Friday around the common Product Sense and Analytical Thinking (aka “Execution”) PM interviews. Lesson: “How To Ace Product Sense & Analytical Thinking PM Interviews” Timing: Friday, June 21st @ 4-4:30pm ET The goal of the lesson is to introduce you to my unique playbook for approaching Product Sense and Analytical Thinking (often called “Execution”) interviews used by many companies to evaluate product managers. I’ll also share a handful of actionable tips I learned as a candidate preparing for these interviews (I landed roles at both Facebook and Attentive) and from coaching dozens of candidates. I’ll have 15-20 min of content followed by 10 minutes of Q&A (often the best part of my coaching sessions). 📌📌 RSVP here: https://lnkd.in/e9Kp47DR

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How to Align Product Vision with Business Growth Objectives As product leaders, it’s our job to ensure the products we create don’t just satisfy customer needs but also fuel our company’s growth and long-term success. Aligning product vision with business goals isn’t just strategic—it’s essential. Here’s my approach: 1. Understand the Core Business Strategy Start by diving deep into the company’s mission, vision, and strategic goals. Whether it’s expanding into new markets, increasing customer retention, or driving revenue, knowing where the business is heading allows you to create a product vision that actively supports these goals. 2. Prioritize Customer-Centric Solutions While business objectives guide us, the customer should always be front and center. An effective product vision identifies customer pain points and aligns solutions with business goals. This dual focus is key to creating products that not only attract but retain users. 3. Set Clear, Measurable Objectives Translate the product vision into specific, actionable objectives that align with business KPIs. For instance, if the goal is to boost market share, define targets around user acquisition or engagement rates. Clear metrics keep teams focused and provide a way to measure progress. 4. Foster Cross-Functional Alignment Product development doesn’t happen in a vacuum. Collaborate with teams across engineering, marketing, sales, and customer success to ensure everyone understands and supports the product vision. Shared ownership across departments drives better outcomes and a cohesive experience for customers. 5. Embrace Flexibility and Iteration The market—and customer expectations—are always evolving. Regularly revisit the product vision to ensure it stays relevant to both business goals and user needs. Iteration isn’t just about improving the product; it’s about staying aligned with the broader business context. 6. Communicate, Communicate, Communicate Effective communication around product vision is crucial. It keeps everyone—from executive teams to on-the-ground developers—on the same page. Use every opportunity to reinforce how product initiatives connect back to business growth. In the end, aligning product vision with business objectives is about creating meaningful impact. By keeping both the business goals and customer experience at the forefront, we create products that drive real value for both our users and our company. What other strategies have you found effective in aligning product and business objectives? Let’s exchange ideas! 👇

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Struggling to add value as a DS/ML Product Manager? I get it...it isn't easy when you aren't the expert on DS/ML. You rely on some amazing Data science folks and data engineers to build some fantastic models for you. Plus it is super easy to fall in the trap of letting the data teams do the leg work for you. However there is a lot you can do as a PM to make sure that you add value to the team. Here is how - 1. Nail down the objective function. Sounds easy? Think again. Any real life business problem will have metrics and counter metrics. For eg. as a PM you may set the objective function as maximizing the conversion of the user on your e-commerce funnel and you want to build a DS based ranking model on your search results page, very likely that the model will start ranking lower ticket size products on the top because in general conversion is inversely proportional to price. Now, you are probably making less gross margin by selling lower ticket size items. The right thing to do is maximize ARPU and this may have downward impact on conversion. It is your job to explain why this is so to the stakeholders. 2. Nail down the user As a PM you are the expert on the user, again let's take the same example as above. To maximize ARPU you need to balance b/w ticket size and conversion. A key component of this is demand elasticity. How much bumping the higher priced products impacts conversion. Now at what granularity you are breaking down your users and user segments and building the elasticity curves will impact how much value you are getting from your ranking model. If you are serving an affluent customer with a cheaper item because you didn't break down the segments sufficiently you are leaving money on the table. You should make sure models cover this. 3. Help your DS team with domain context. As a PM you have hopefully good understanding on what is the mental model of the user and what impacts his decision making. And what signals work as proxy. You should recommend high quality signals to the DS team. Again taking the same example as above may be the price bucket of user's device is a great indicator of user cohort/segment and the ranking model can improve it's efficiency by including this quality signal. It is your job to make sure this attribute makes it to the feature list. 4. Help your team with signal coverage Any model is as good as the quality of inputs. Let's say gender is a good predictor of what kind of content a user consumes on an app then it becomes super important to have good coverage of this signal. As a PM, it is your responsibility to build useful customer facing features on your app that gets users to reveal their gender and ensure good coverage on this signal. Eg. you could build a cool avatar concept on your app that indirectly increases coverage of this signal. Follow me for high quality content https://lnkd.in/gHweK_q7 AND also here https://lnkd.in/ggUKftFq #datascience #ml #productmanagement

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Compounding velocity x ambition in product teams Success in building product teams within traditional organizations hinges significantly on aligning incentives and building a proof-of-work that includes big bets. While many orgs write & philosophise product-thinking or product-led growth, the daily actions or order of operations don’t reflect that thinking. Customer impact is not the north-star, rather is relegated to one of the many items as filter for decisions. In the long run, this leads to delusion amongst new members or confusion amongst existing members. Backlogs reduce to being a a treadmill without aligning to a key north-star and frequent questions asked being “when will a feature be delivered” / “who will work on the feature” rather than being centered on “why a certain feature is to be built” / “What will lead to success”. A key reason or factor that contributes to this mismatch in daily actions vs. espoused values is not aligning team incentives to customer impact. Such an alignment acts as a major positive catalyst to building a product-centric culture and practise an actual product-operating model. Another key area to improve a product team’s customer impact is around laddering up the focus to pursue big bets vs. executing only on incremental i.e. safe bets. Building a repeatable high-velocity execution model can be a good first step to incorporate customer-centric & market-driven feedback into the roadmap. Done right, this approach can help build institutional learning faster. Over time, when we need to infuse big bets in a quarterly & subsequently monthly frequency, both discovery and delivery muscle (built in the earlier phase) increase odds of success. #product #bets #org #culture

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Product strategy is crucial, but obsession with the customer experience is critical. Great PMs don't just plan—they meticulously craft every touchpoint of the customer journey. Quality experiences does not happen by accident; it's a relentless, tough but rewarding pursuit.

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When debating prioritization or scope, the question isn’t “yes or no”, it’s “instead of what”. Same with strategy, by the way. Strategy is about defining a choice, “this instead of that”, not “also”.

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Mistakes that I make as a #ProductManagement mentor/leader Mistake 11 Making product managers the focus of all discussions And not involving/enabling design, data science, business and engineering to contribute in discussions and drive strong collaboration and autonomous decision making within cross functional pods.

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