Discovering a repeatable formula for building a high-performance product management team has given me the most satisfaction. Being able to maintain excellence as a team is a lot harder than as an individual.
Most businesses are traditionally wired to view product management and technology teams as support functions. You win them over by delivering outstanding results and laying down ways of working together.
B2C is sexy; B2B is boring. You won't discriminate along those lines when you focus on the problem statement(s) that you are trying to solve.
Embarking on product development without identifying the measurable goals. Confirmation bias. Assuming that others have read and understood what you documented.
Startup founder, developer, designer, marketer, lawyer, accountant. I played a bit of all of these roles before it all coalesced into product management.
That you can (and must) validate the underlying assumptions before setting out to build the product.
Discovering a repeatable formula for building a high-performance product management team has given me the most satisfaction. Being able to maintain excellence as a team is a lot harder than as an individual.
Most businesses are traditionally wired to view product management and technology teams as support functions. You win them over by delivering outstanding results and laying down ways of working together.
B2C is sexy; B2B is boring. You won't discriminate along those lines when you focus on the problem statement(s) that you are trying to solve.
Embarking on product development without identifying the measurable goals. Confirmation bias. Assuming that others have read and understood what you documented.
Startup founder, developer, designer, marketer, lawyer, accountant. I played a bit of all of these roles before it all coalesced into product management.
That you can (and must) validate the underlying assumptions before setting out to build the product.