Podcasts about product managers

Industrial Talk is onsite at Octave Live and talking to Kristin Coyle, Product Manager, Engineering Analysis at Octave about "Using AI for Prototyping". The conversation promotes the Barcelona Cybersecurity Congress from November 3-5, 2023, emphasizing its importance for cybersecurity professionals. Scott Mackenzie hosts the Industrial Talk podcast, celebrating industry innovators. Kristin, a third-generation engineer, discusses her role at Octave, where she uses AI tools like Claude to prototype and improve software for pressure vessel analysis. She highlights the importance of human interaction in AI development, the need for real-time solvers, and the potential for AI to reduce rework and improve efficiency. Kristin also mentions her involvement in API 579 and ASME, underscoring her extensive industry experience. Outline Barcelona Cybersecurity Congress Announcement Scott introduces the Barcelona Cybersecurity Congress, emphasizing its importance for cybersecurity professionals.The event is scheduled for November 3-5 in Barcelona, with networking opportunities and expert discussions.Scott mentions their own participation and broadcasting at the event.Encourages listeners to mark their calendars and join the conference. Introduction to Industrial Talk Podcast Scott is described as a passionate industry professional focused on innovations and trends.Scott thanks listeners for joining the top industrial-related podcast.Highlights the achievements of industry professionals, calling them heroes for solving daily problems. Live Broadcast from Octave Live Scott announces the live broadcast from Octave Live, an event for a new company.Kristin is introduced as a key figure at Octave, leading innovation.Scott humorously mentions meeting Kristin in a bar, adding a light-hearted tone.Kristin shares her positive experience at the event, comparing it to Hexagon Live. Kristin's Background and Family Legacy Kristin shares her background, mentioning her family's engineering legacy.Her father was a top LNG expert, and her grandfather was a NASA rocket scientist.Kristin trained as a violinist with the Houston Symphony but chose engineering.Discusses her education at Drexel University in Philadelphia for material science. Kristin's Role at Octave and Innovation Kristin explains her role at Octave, focusing on customer needs and prototyping.Uses Claude, a chat-based AI tool, to prototype and demonstrate ideas to customers.Describes the process of creating prototypes and refining them based on customer feedback.Highlights the importance of real-time solvers and dashboards in their software. Challenges and Opportunities in AI Implementation Kristin discusses the challenges of training AI on customer data while protecting intellectual property.Emphasizes the need for continuous interaction with customers to avoid data drift.Mentions the importance of beta testing and gathering customer feedback.Highlights the potential for AI to reduce rework and improve efficiency. Impact of AI on Engineering and Collaboration Kristin talks about the transformative impact of AI on engineering tasks.Describes how AI can free up engineers' time for more creative and strategic work.Discusses the potential for real-time collaboration and better product development.Emphasizes the importance of human interaction in the AI development process. Future of AI and Industry Collaboration Kristin shares her vision for the future of AI in the industry.Highlights the need for continuous training and improvement of AI tools.Discusses the potential for AI to revolutionize various aspects of engineering and analysis.Emphasizes the importance of collaboration and communication in achieving these goals. Kristin's Contact Information and Final Thoughts Kristin provides her contact information for further discussions and collaboration.Scott encourages listeners to reach out to Kristin and engage with the industry.Highlights the importance of storytelling and sharing experiences in the industry.Concludes the podcast with a call to action for listeners to join the conversation and stay updated with industry trends. If interested in being on the Industrial Talk show, simply contact us and let's have a quick conversation. Finally, get your exclusive free access to the Industrial Academy and a series on “Why You Need To Podcast” for Greater Success in 2026. All links designed for keeping you current in this rapidly changing Industrial Market. Learn! Grow! Enjoy! KRISTIN COYLE'S CONTACT INFORMATION: Personal LinkedIn: https://www.linkedin.com/in/kristincoyle/ Company LinkedIn: https://www.linkedin.com/company/octaveintelligence/ Company Website: https://www.octave.com/ PODCAST VIDEO: https://youtu.be/59Fsnon3V_A THE STRATEGIC REASON "WHY YOU NEED TO PODCAST": OTHER GREAT INDUSTRIAL RESOURCES: NEOM: https://www.neom.com/en-us Hexagon: https://hexagon.com/ Arduino: https://www.arduino.cc/ Fictiv: https://www.fictiv.com/ Hitachi Vantara: https://www.hitachivantara.com/en-us/home.html Industrial Marketing Solutions:  https://industrialtalk.com/industrial-marketing/ Industrial Academy: https://industrialtalk.com/industrial-academy/ Industrial Dojo: https://industrialtalk.com/industrial_dojo/ We the 15: https://www.wethe15.org/ YOUR INDUSTRIAL DIGITAL TOOLBOX: LifterLMS: Get One Month Free for $1 – https://lifterlms.com/ Active Campaign: Active Campaign Link Social Jukebox: https://www.socialjukebox.com/ Business Beatitude the Book Do you desire a more joy-filled, deeply-enduring sense of accomplishment and success? 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Joshua McDonald: Product Owners Earn Team Loyalty By Showing Up, Learning, And Deciding The Great Product Owner: Vulnerable Enough To Learn The Technical Details Read the full Show Notes and search through the world's largest audio library on Agile and Scrum directly on the Scrum Master Toolbox Podcast website: http://bit.ly/SMTP_ShowNotes.   "I've seen developers be fiercely loyal to their product owner who makes that type of effort." - Joshua McDonald   Joshua describes the great Product Owner as someone who connects with the team even without a technical background. They do not pretend to know everything. Instead, they get into refinement with curiosity, write stories with the developers, and say, "I think this is what needs to be done, but correct me if I'm wrong." That vulnerability creates a strong partnership. Developers see the effort and often respond with loyalty, to the point where they may refuse to continue important discussions without the Product Owner in the room. The lesson is useful for Scrum Masters coaching Product Owners: deep technical expertise is not the entry ticket. Presence, curiosity, and the willingness to learn with the team are what create trust.   Self-reflection Question: How does your Product Owner show the team they are willing to learn the product with them? The Bad Product Owner: The Dependent Note Taker Read the full Show Notes and search through the world's largest audio library on Agile and Scrum directly on the Scrum Master Toolbox Podcast website: http://bit.ly/SMTP_ShowNotes.   "Sometimes you ask the product owner, you're the bus driver, where do you want us to go? And they say, let me go talk with the product manager." - Joshua McDonald   The Product Owner anti-pattern Joshua highlights is the dependent PO: the person who shows up as a note taker rather than a decision maker. This often happens when a Product Manager sits behind the PO and every decision has to be checked elsewhere. The day-to-day symptoms are easy to spot: camera off, muted, disconnected, asking people to repeat questions, missing meetings they scheduled themselves, and leaving the team without timely answers. Joshua's coaching response starts with one-on-ones, support, and curiosity. He asks how they are doing, what support they need, and what signals would help the team see they are engaged. When the product feels too technical, he sits beside them, learns with them, and helps them build confidence instead of leaving them exposed.   Self-reflection Question: Where is your Product Owner dependent on someone else for decisions, and how is that affecting the team?   [The Scrum Master Toolbox Podcast Recommends]

On entend encore souvent que le Product Marketing est une fonction immature.Je ne suis plus vraiment d'accord.Aujourd'hui, les débats ne portent plus seulement sur la définition du rôle. On parle mesure d'impact, contribution au business et place stratégique dans l'organisation.Dans ce hors-série, je partage 7 réflexions issues de mon analyse du baromètre français des PMM présenté lors de l'évent PMM Kitchen :

Most people think of drones as toys. Alden Jones thinks of them as infrastructure. In this episode of The Product Podcast, Carlos (CEO at Product School) visits Skydio's California office to sit down with Alden Jones, VP of Product at Skydio, the autonomous drone company building "flying robots" for public safety, defense, and infrastructure inspection. With a history degree and a military background (he was a truck-driving officer running supply convoys in Iraq) rather than an engineering one, Alden explains how a vertically integrated company of nearly 1,000 people builds everything in house, from chip-level design to hardware, embedded software, and cloud, and why autonomy, not just flight, is the real product.He breaks down Skydio's "Drone as First Responder" (DFR) program, where a drone often reaches the scene before human officers, and the outcomes dashboard cities use to track response times. He compares the economics against police helicopters (roughly $3,000 an hour to operate and $10-25M to buy), walks through the defense and tactical ISR use cases shaped by the war in Ukraine, and explains how thousands of cheaper camera drones could democratize air support while saving lives. He covers physical security (where 90-95% of alarms turn out to be false), the work of earning FAA trust to unlock groundbreaking waivers, and why Skydio's $3.5B, five-year investment in US and allied supply chains is funded by revenue instead of debt. He also opens up the product org itself: roughly 20 product managers across the entire stack, "strike teams" that work like forward-deployed engineers, and a customer-first culture where PMs are expected to go watch the robot fly in the real world.What you'll learn:Why Skydio calls its products "flying robots," and the "toys to tools to infrastructure" thesisWhat full vertical integration looks like: chip-down design to cloud, all in houseHow "Drone as First Responder" changes 911 response, tracked in a live outcomes dashboardThe real economics of drones vs. police helicoptersHow the war in Ukraine reshaped Skydio's thinking on tactical ISR and democratizing air supportWhy 90-95% of physical security alarms are false, and how autonomous drones clear them at near-zero marginal costHow Skydio earns FAA trust to fly beyond visual line of sight and win first-mover waiversWhy a $3.5B, five-year US manufacturing commitment is funded by revenue, not debtHow one pilot flying multiple drones becomes possible only through real autonomyHow Skydio runs product with ~20 PMs, "strike teams," and a customer-first org designWhy shipping hardware plus software (the Tesla comparison) shapes a roughly two-year program cycleConnect with Alden Jones, VP of Product, Skydio:LinkedIn: https://www.linkedin.com/in/aldenljones/Host: Carlos, CEO at Product SchoolLinkedIn: https://www.linkedin.com/in/villaumbrosia/About Skydio: Skydio is a US-based manufacturer of autonomous drones ("flying robots") for public safety, defense, security, and infrastructure inspection. Founded in 2014 and headquartered in California, the company is vertically integrated across hardware, autonomy software, and cloud.About the Product Podcast: Product School's podcast brings you candid conversations with the founders and product leaders shaping tech.Social Links:Find out more about Product School hereFollow our Podcast on TikTok hereFollow Product School on LinkedIn here

Blaine Billingsley is a Member of Technical Design Staff at OpenAI whose path into the field ran through music composition, spare-change website work at college, and a decade across Gmail, Airbnb, YouTube and Slack. At OpenAI he was hired to work on Presence, then redirected to solve a more immediate problem: making ChatGPT genuinely useful as a daily tool for designers. Working with a single engineer, he built the ChatGPT product design plugin — a bridge between the raw power of Codex and the day-to-day workflow of product teams. In this conversation with Randy Silver, he talks about what design actually means when your interface is a text box, why volume beats perfection in an age of infinite iteration, and why the fundamentals of good product thinking are more durable than the tools used to apply them.Key takeaways— The designer's job at an AI company has shifted from pixels to outputs. Deciding what "good" looks like, building the criteria to evaluate it, and heuristically assessing results is now a core part of the role — one that didn't exist in the same form at Gmail or Slack.— LLMs don't replace structured creativity techniques; they scale them. The crazy eights exercise squeezes eight ideas from a room of people in eight minutes. A well-directed ChatGPT session can return 80 in the same window, alone, while you're at lunch.— Volume beats perfection. The best way to make a pot isn't to try to make the best pot — it's to make a thousand pots. That logic now applies directly to prototyping: generate at scale, stay unattached, and find the nugget in the noise.— Evals are closer to synthetic user research than quality assurance. The hardest part isn't building the rubric — it's correctly anticipating what people will actually try to do. Show it to one more person and your assumptions will immediately break.— The second 80% problem hasn't gone away. Getting to a working prototype is dramatically faster; getting that prototype to production is still gruelling — and becomes harder still when platform direction shifts mid-sprint.— Small teams with AI assistance need to protect the rituals that keep them aligned. When two people can each produce a week's worth of work in an afternoon, parallel drift becomes the real collaboration risk.— Role boundaries are dissolving, but specialisations still matter. The question is less "what is your title" and more "what does the band need right now, and can you play that part?"— Experience brings judgment; freshness brings juice. The best work often comes from junior designers unconstrained by years of accumulated assumptions — and both things need to be in the room.Chapters (00:00) Introduction(01:14) Blaine's background: from music composition to product design (02:32) What design means at OpenAI (04:21) The ChatGPT product design plugin (06:12) Deciding what to build: the early exploration (10:05) Structured creativity and LLM-powered ideation (13:37) Volume over perfection: the thousand pots approach (16:13) Designing as a two-person team (20:29) What is the job now? (23:33) Evals as synthetic user research (27:08) Testing at scale when you can't know your users (30:15) How they actually did the research (33:01) The second 80%: from prototype to production (35:06) Staying aligned without roadmaps (38:19) Demo: the product design plugin (44:52) When a prototype isn't ready to ship (48:26) Design sprints, reimagined (49:27) Advice for joining an AI-first product team (52:17) The jazz analogy: experience, freshness and your role in the band Featured LinksChatGPT for Work: https://openai.com/chatgpt Codex: https://openai.com/codex Figma: https://figma.com FigJam: https://www.figma.com/figjam Linear: https://linear.appOur HostsLily Smith enjoys working as a consultant product manager with early-stage and growing startups and as a mentor to other product managers. She's currently Chief Product Officer at BBC Maestro, and has spent 13 years in the tech industry working with startups in the SaaS and mobile space. She's worked on a diverse range of products – leading the product teams through discovery, prototyping, testing and delivery. Lily also founded ProductTank Bristol and runs ProductCamp in Bristol and Bath.Randy Silver is a Leadership & Product Coach and Consultant. He gets teams unstuck, helping you to supercharge your results. Randy's held interim CPO and Leadership roles at scale-ups and SMEs, advised start-ups, and been Head of Product at HSBC and Sainsbury's. He participated in Silicon Valley Product Group's Coaching the Coaches forum, and speaks frequently at conferences and events. You can join one of communities he runs for CPOs (CPO Circles), Product Managers (Product In the {A}ether) and Product Coaches. He's the author of What Do We Do Now? A Product Manager's Guide to Strategy in the Time of COVID-19. A recovering music journalist and editor, Randy also launched Amazon's music stores in the US & UK.

For most of the history of lending, approval and access were two separate events. A borrower gets approved, then waits days or weeks for an ACH to clear before the money is usable. For small businesses managing tight cash flow, that gap can be the difference between catching an opportunity and missing it. Cards are changing that. When a lender issues a virtual card at the moment of approval, credit becomes spendable right away, with no ACH delay and no separate account.In this webinar, Lithic product marketer Claire Jacobs sits down with Sarvesh Baveja, Chief Risk Officer at Fundbox, and Declan Callisto, Product Manager at Lithic, to break down how Fundbox built a loan-to-card program on Lithic and took it live in seven weeks. They cover the borrower experience from application to spend, the spend controls that let a lender manage risk at both the business and card level, the four partners required to stand up a program like this, and where SMB underwriting goes as static credit limits give way to dynamic ones. Fintech Layer Cake and Lithic webinars are powered by Lithic, financial infrastructure that helps teams build better card and payments products for consumers and businesses.Chapters00:00 Why approval and access became two separate events01:32 Sarvesh and Declan introduce themselves02:00 Why loan-to-card is a new innovation02:19 The SMB cash flow timing problem03:21 Why the choice of issuer processor matters04:13 The Fundbox borrower experience, from application to spend06:00 What Lithic built behind the scenes: the credit ledger06:56 Why spend controls work at both the business and card level08:30 Where else card rails apply beyond SMB lending09:36 The rent payment use case10:29 The four partners required to launch a program like this12:42 Why embedded payments matter for reaching borrowers14:08 What Lithic offers that legacy processors don't16:05 The biggest misconception about program timelines18:15 Where SMB underwriting is headed: from static limits to dynamic ones20:03 Closing thoughtsSubscribe for more on card infrastructure and modern lending.

In todays episode of The Scoop Podcast, Margy Ecklecamp sits down with two of The Scoop’s 40 Under 40 recipients. Margy talks with Tommy Setterdahl Preconstruction Manager at Stueve Construction and Nathan Joraanstad, Product Manager at Bushel.See omnystudio.com/listener for privacy information.

How can higher education institutions connect the entire student lifecycle from applicants through alumni using a unified technology platform? How can consolidating systems curb digital sprawl while enhancing user experience and improving data quality and lowering costs? We talk through these with Sarah Williams, Product Manager and Interim Associate Dean for Online Education at the University of Utah. Discover how leveraging role-based access, overcoming political data silos, and deploying personalized platforms and communications can transform student engagement, streamline operations, and support continuous institutional improvement across campus departments. Episode Highlights include: [05:51] Breaking down institutional data silos - Sarah Williams outlines how unifying data across departments creates a continuous student journey. [09:15] Segmenting communication to eliminate noise - Moving away from blanket emails toward targeted notifications improves student engagement and safety alerts. [14:22] Creating a unified platform for all audiences - The University of Utah consolidated multiple separate apps into a single personalized entry point. [14:24] Selecting Pathify to drive role-based personalization - Replacing three expired software contracts with one unified platform enabled custom views for over 350 campus roles. [25:56] Preventing portal overload through dynamic user design - Prioritizing user personas ensures heavy amounts of campus content remain organized and relevant.

Dave Rosa shares how a lifelong drive to help others and his own health challenges led him into 32 years across orthopedics, cardiovascular, and neuro. Dave walks through his path from early marketing roles to becoming a CEO, and explains the innovation behind NeuroOne's electrode platform designed to combine diagnosis and treatment in a single procedure—starting with epilepsy, expanding to trigeminal neuralgia, and now targeting lower back pain. He also discusses early work using the same technology for precise drug delivery to the brain, including a program focused on glioblastoma. Dave closes with leadership lessons on vision, culture, learning from mistakes, and giving back.    Guest links: https://nmtc1.com/ | https://www.linkedin.com/company/n1mtc/ Charity supported: Opportunity International Interested in being a guest on the show or have feedback to share? Email us at theleadingdifference@velentium.com.  PRODUCTION CREDITS Host & Editor: Lindsey Dinneen Producer: Velentium Medical   EPISODE TRANSCRIPT Episode 086 - Dave Rosa [00:00:00] Lindsey Dinneen: Hi, I'm Lindsey and I'm talking with MedTech industry leaders on how they change lives for a better world. [00:00:09] Diane Bouis: The inventions and technologies are fascinating and so are the people who work with them. [00:00:15] Frank Jaskulke: There was a period of time where I realized, fundamentally, my job was to go hang out with really smart people that are saving lives and then do work that would help them save more lives. [00:00:28] Diane Bouis: I got into the business to save lives and it is incredibly motivating to work with people who are in that same business, saving or improving lives. [00:00:38] Duane Mancini: What better industry than where I get to wake up every day and just save people's lives. [00:00:42] Lindsey Dinneen: These are extraordinary people doing extraordinary work, and this is The Leading Difference. Hello, and welcome back to another episode of The Leading Difference podcast. I'm your host, Lindsey, and today I'm delighted to welcome as my guest, Dave Rosa. Dave is an entrepreneur with three decades of experience in the medical device industry, spanning a variety of technologies and products. In addition to CEO roles with early-stage medical device companies, Mr. Rosa's background also includes senior roles with C.R. Bard Inc., Boston Scientific Inc., and St. Jude Medical, where his responsibilities included marketing, product development, and business development. He has been named as an inventor on multiple medical device patents, serves on seven corporate boards, and has raised 200 million in the capital markets. Well, Dave, thank you so much for being here today. I am absolutely delighted to have you on the show. [00:01:33] Dave Rosa: Well, thanks for having me. [00:01:34] Lindsey Dinneen: Yeah, of course. I would love, if you wouldn't mind, by starting out and just telling us a little bit about yourself, your background, and what led you to medtech? [00:01:45] Dave Rosa: Yeah. So, born and raised in a small town called Richport, Pennsylvania, outside of Philadelphia. And really was in love with the medtech industry from the time I was much younger. So I, I have been in medtech now, it's going on 32 years and that's everything from large medical device companies to, to startup companies. I've been in so many different areas of medtech. I've been in orthopedics, cardiovascular, and I mean everything involving the heart, I've been in it in some way, shape, or form, a-a-as well as neuro, which is what I'm in now. And, and I think, you know, why did I get into medtech? I think this all goes back to when I was a little kid. You know, I, I was the little kid that was walking street people to my house and bringing them into my home for my mom to make a meal. I don't know that she always appreciated that me doing that, but, but there, there were more than enough times where she sat me down and I was maybe only four or five years old, and she's like, "Honey I, I, I know you wanna help people, but you can't bring everyone home." And I was like, "Oh, oh, you know, okay, Mom." Of course, until the next time. But, you know, I think it started at an early age and, and really has carried through you know, the rest of my career [00:03:07] Lindsey Dinneen: Yeah. Yeah, okay. So you've always been interested in helping people, and you've had a really nice variety of experiences within medtech. But tell us about your path from that early just interest and care in, in people and their wellbeing, to perhaps your educational journey and maybe, like, the first little bit of your career that led you to where you are now. [00:03:32] Dave Rosa: Yeah. So, in high school I was involved in sports and, and even prior to high school, and I had so many physical issues. So I had initially a shoulder problem that was I'll, I'll say pretty complicated, at least back in those times. And what I found is by the time I got to college, and, you know, I'm still trying to figure out what I wanna do with with my life and what career I wanna take. I, I was actually in chemical engineering, but came, came to the conclusion that I hated chemistry, which, which didn't help things out. And, and I really knew, you know, my, my passion was on the medical side, and a lot of it, you know, was driven because of my own issues, my own shoulder issues, because it really put a damper on, you know, any, any potential I had at especially playing baseball. So, so, i- in college, I went to Drexel University, there really wasn't a course for biomedical, undergraduate biomedical engineering that was, like, a graduate program. And, you know, I, I decided that I would take courses in electrical engineering and a program called commerce and engineering, which kinda merges both the business and engineering side of the equation. So, I, I actually started out not in medical. I was in electrical engineering, and I was probably one of the worst electrical engineers working at Westinghouse at the time. And I remember one of the managers saying to me, he's like, "You know, all, all the other engineers and marketing people really like working with you. Why is that?" And I said, "I, I really don't know other than, you know, I've always been a passionate person about whatever I'm doing." So, you know, so at that point, I started thinking that engineering was not the path for me, that you know, that I was really more, much more passionate about medical because it was impacting my life with my shoulder. And then by that time, you know, my knees and everything else started to go as well. But I graduated with a degree in commerce and engineering, and then after working a few years in electrical engineering for Westinghouse Electric I just started knocking on doors because I, I really-- my passion was, you know, helping others, and I wanted to be involved in an area that might help me being orthopedics. So that, that's kinda how I got my first job, knocking on doors, and Stryker Instruments decided they would take a chance on me, and that, that was kind of the beginning. [00:06:12] Lindsey Dinneen: Very nice. And so when you found medical device, was it this really exciting moment of realizing that it could marry your interests in engineering and your desire to help people? Was that like just this cool moment of going, "Oh, wow, like I, I can do both"? [00:06:31] Dave Rosa: Yeah. I, I, you know, I remember actually praying about this, like, "What am I supposed to do?" Like, you know, and, and "How do I go about this?" And I don't know, you know, it, it, it brought back some memories you know, of when my father was you know, was at the end of his life, and he was this stern Italian man. Never, you know, never-- there, there was no discussion about feelings or anything like that. It was like, "You do what I tell you to do. You, you talk when I tell you to talk. Otherwise, you know, you say nothing." So my, my dad's literally on his deathbed, and he says to me, "You know, I, I really wanna thank you, son, for taking care of your mother and I all these years with, you know, medical decisions." And he said, "You know, you, you always were helping people from the time you were a little boy." And it actually stunned me that my dad, who never appeared to be paying attention to anything regarding me, was like, "Hey, you know, you, you know, you really cared about helping people, not just us, but, you know, this, this goes back to the beginning for you." So it, it was also more of a reinforcement of like, "Yeah, I've, I've really gotta be in medtech, and I'm gonna start with, you know, how I can help my own issues and/or, you know, family's members' issues that they may have." [00:07:52] Lindsey Dinneen: Mm-hmm. Yeah. Yeah. I think sometimes we don't realize the impact that we're making at the time and being able to just do what we feel is right and, and what we know helps others can actually make an impact, and then hopefully we get those opportunities like you got with, with your father to s- realize eventually, "Oh, okay, yeah, I, I am, I am on the right path doing, doing the right thing at this time." So yeah, it's great to have those moments of reinforcement, but. [00:08:26] Dave Rosa: And if you fast-forward, you know, to something again, just more reinforcement, although it's much later in my career and I've had other moments like this, but this was just last month. I was at, at a memorial service for one of the physicians that used our product to treat a, a young lady, she was 17 years old at the time for epilepsy. And so the doctor that performed a procedure on her had a tragic accident, passed away, and we were all at this memorial service for him. And the father along with the mother and, and this young lady who's now in college, they came up to me you know, we were, you know, just chatting about how unfortunate the situation is. And when I got ready to, you know, go back to the service he said to me "Sir, I, I just wanna thank you for giving my baby girl her life back." And I mean, those kinds of things, when, when people say those things to you, and like I said, it's happened more than once, and, and it's because of something, you know, that you've you know, committed the, the company to accomplishing, and then you see results like this, there's nothing more rewarding than that. [00:09:39] Lindsey Dinneen: Yeah, of course. Yeah. Thank you for sharing that. So, all right, so in fast-forwarding a little bit you, you started in medtech with Stryker, and then what gave you-- and, and there's probably maybe some things in between-- but what gave you the the idea for what you're doing now? And can you just take us along that journey from starting out in medical device to where you are now, including that just pathway to even, to even higher roles in leadership and that learning curve as well? [00:10:12] Dave Rosa: Yeah, that's-- boy, that's a long story when you've been in it for 30-some years. You know, I, I started out in marketing. I always liked the interaction between customers, meaning, you know, physicians, patients, when, you know, we had the opportunity to, you know, to speak to the patient. And then, you know, I, I I would like to think that maybe some of my decision-making and, and some of my ideas, you know, led to success in some of these companies. And you know, I think upper management you know, wa-was able to identify that I might have some of the, the qualities that they were looking for really in the next generation of leaders. And this goes back to you know, my, my first job in the cardiovascular industry. Gosh, this was in 1995, so, about 30 years ago with Boston Scientific. And I was able to go from a Product Manager to a Director of Marketing. And I was there for a total of about four years, and I, I really enjoyed the strategic part of the job, and I, I wanted to be more involved in that. And I got an opportunity to go to a startup to run sales and marketing also in the cardiovascular space. And that was a, a great experience because, you know, in smaller companies, and this, by the way, was my first opportunity in a smaller company, you know, you, you have to wear a lot of hats. And I liked, I always liked to be more hands-on and still am, to be honest, and, you know, th-this gave me an opportunity to really you know, get involved in more than just what the job detail or the job description called for. And, you know, the-these things all, sometimes, you know, require some luck but definitely, you know, the right timing. And an opportunity in the startup company that I left Boston Scientific for became available at the CEO level, and the the investors-- the company was funded by venture capitalists-- met with me and said, "You know, we, we think you can take the company to the next level." And I think that was back in 2003, and pretty much been a CEO ever since then. But I, you know, I think a lot of the success comes from and confidence from, you know, the, the hiring companies. I, I think what people notice about me is my passion, my, my commitment, and, and probably the fact that you know, I, I think one of the things I'm strong with is developing a, a, a vision. I mean, that's, that's something that I think is really critical with leaders is that you, you've gotta develop a vision for the company, a strategy for the company so that others can understand what the goals are. So that, that's kinda my path. It's, you know, it's, it's I would say every four to five years I've had an opportunity to either start a company or run a company. And then NeuroOne, which is, you know, my current company, I was actually retired when I was approached by a few individuals who had this idea. And what started out as me just, you know, helping them turned into "Gosh, we would love you to run the company." And I really thought there was an opportunity there, you know, to help people who suffered from these neurological disorders, primarily brain-related disorders. But, you know, that, that vision has kind of expanded beyond just the brain into other areas of the body. [00:13:56] Lindsey Dinneen: Wow. Yeah. Okay, yeah. I appreciate you sharing more about your journey. I love the fact that you're both an engineer and you have this creative side with marketing, and you're able to marry all that together. That's, that's really cool, and gives you such a unique perspective on, you know, I would say product development and then commercialization. But okay, so let's talk about your company now, and what are you excited about? What are some of the innovations coming out of it? You mentioned that it sort of s- it started in one place and one focus, and now we get to see it expanding. And so I'd just love to hear all about your company as well. [00:14:33] Dave Rosa: Sure. So, we started out with the intention to develop this electrode technology, and initially it was primarily to be used for brain-related procedures for patients, initially at least, that were suffering with epilepsy. And this, this technology, the, the idea was "Let's combine functions with this" in that it, it, it would have the ability to perform a diagnostic function. And for these patients, the diagnostic function was finding the area in the brain that was triggering these issues. And then once you were able to accomplish that, then using the same device, destroy that brain tissue that was causing the problem in an effort to eliminate the seizures that patients were having. So that, that's kind of where we started. We, we are selling that technology. We have a distribution partner, Zimmer Biomet, that is our exclusive distributor for that technology, and we've had great success in treating patients. You know, the story that I told about the father you know, who thanked me for getting his daughter's life back, that's what that technology is used for. And the-- really what patients had to face before this technology was available is they would have to have a very invasive surgery just for the diagnostic part of the procedure. So the part where you're just trying to identify the problem area, that was one surgery. And we're, we're talking about, you know, drills that are drilling holes, you know, through the skull with these devices being placed in the brain. And then once that part was done, the patients would go home, and they would be scheduled for a follow-up procedure where they would have to come back again, have an invasive procedure in-into the brain, and then that, that second procedure would be the one where they would eliminate or destroy the problematic brain tissue. So if you're a patient, two invasive surgeries, two hospitalizations, two separate devices, and we said, "Why can't you do it with one?" And, and that's, that's where we are. We then more or less leveraged that technology to treat a a condition called trigeminal neuralgia, which is this excruciating facial pain that patients will experience. And it, there-- it's very well known to carry a a high rate of suicide because of how painful this condition is. But we were able to leverage the same system and provide the neurosurgeon you know, with, with a very unique tool to treat that condition. We also-- what I'm also excited about is these-- the, the same platform we're using now to develop technology to treat lower back pain. There's different types of lower back pain. We, we happen to be focusing on two. One that involves issues with the basivertebral nerve, which is a l- a nerve in the lower spine. And then the more common back pain where you have pain that's traveling down the leg, that's sciatic nerve pain. So we've been able to use the same electrode to to develop technologies, unique technologies that would be able to treat that condition. And then finally, drug delivery. These electrodes have a hollow center and we've been able to demonstrate in animals so far that not only can you use it for diagnostics and stimulating through, but you can also deliver therapeutic agents directly into the brain, specifically where you would like to deliver them. And we, we've initiated a program to try to improve really the care for patients that suffer from glioblastomas, which are those brain tumors that carry high rates of mortality. [00:18:45] Lindsey Dinneen: Wow. Wow. Well, there is an incredible amount of innovation coming out of the company, and I'm so excited to follow along and just see all of the difference that you're gonna make in patients' lives. So gosh, first of all, thank you for what you're doing. I, I'm curious, you know, you, you've had such a great career and so many different opportunities to grow into more and more leadership roles. And I, I'm wondering, first of all, what your own leadership philosophy is, sort of as a whole, and then maybe some examples of both good and not as ideal leadership that helped to shape it. [00:19:28] Dave Rosa: Yeah. So, I mean, for me, you know, the, the people that I've always looked at that I think are great leaders are, are those people that can communicate a vision and, and really instill a passion to inspire others in the company to have the same sort of passion to achieve this, this overall vision or this overall strategy. And, you know, I, you know, I-- there, there have been clearly people that I've worked for in my life that I've said, "Gosh you know, they, they really were inspirational to me to be better," not just I would say as a leader, but just more effective overall. And, you know, I, I, you know, I, I-- when I look at my own areas that when I think about leadership and what I can do to, to be more effective, you know, I some of the areas that I've personally looked at i- are things that can make the company more efficient. And artificial intelligence is probably the one that gets, you know, the most attention today. And, and I'm looking to using it, and took a course in this actually to, to really become more efficient and help the company be more efficient in, in developing these technologies and getting them to market as, as quickly as possible. And, and I think, you know, for myself, I'm, I'm very fortunate to be surrounded by a board of directors that I look at that I think have excellent leadership qualities, and it's, it's really, you know, meeting with them on a... and, and just talking to them on a fairly regular basis, picking their mind to see how they would handle things because, you know, I'm, I'm really the, the product of stealing ideas from other people that, that I think you know, have worked well and led to the success of companies and people that they've led. So it's, it's not necessarily taking a course on leadership, but it's surrounding yourself with people that have been successful in leading groups and, you know, getting ideas from them on how to be more efficient, whether it's, you know, taking classes you know, in, in things like AI or, or just, you know, learning from their own success as to how to inspire people to, you know, to really finish the goal for whatever that goal is. [00:21:58] Lindsey Dinneen: Yeah. Yeah, and speaking of inspiring people, how do you as a leader intentionally help shape the company culture that you feel is best for, for people to thrive in? [00:22:13] Dave Rosa: Yeah. So I've, I've always been of the mindset that companies that perform the best utilize ideas that others on the team have. So there, there are, I, I'll give you a great example. I-I find that people that come from big companies have more of a mindset of execution, meaning, "So whatever the boss tells me to do, I do and I'm, I'm not gonna challenge them." So it's, it's one more of, "I, I find out what I need to do and, and and I execute that." You know, in, in our company, one of the things I try to foster is that it's okay to have a, a different opinion. We're all here, you know, trying to be successful, and none of us have all the answers. Now, there's gonna be times when we as a, a team just can't agree, and when those times occur, then, you know, the, the CEO is going to have to make the final decision because that's in my mind, that's, that's really one of the roles of the CEO. But I can tell you, in our company and in other companies I've been in, a lot of the, the great ideas on what to do, you know, have really come from others. They haven't, they haven't come from me. I'm-- I may be setting the overall vision, but sometimes, you know, you, you take a small detour because someone in the group who wasn't afraid to speak up, you know, has an idea or a thought that you know, makes the, the outcome more successful, whether it's shortening the time or coming up with a different idea, a different concept. I constantly try to hi- hire people that have skill sets that I don't have. So for example, I recently, within the last two months hired a guy that had great experience in the pharma space and really how to navigate that space and understands the, the therapies that are out there. And in a very short period of time you know, I realized, "Gosh, this guy, you know, knows so much more than I know and I'm gonna learn a lot from him." So I think it's, it's, it's really empowering the people that you hire, you know, to express what their thoughts and their ideas are because I don't care what CEO you're talking about, none of us, you know, have all the answers. [00:24:33] Lindsey Dinneen: Yes. And recognizing that is, is definitely, I think, key. I think a lot of the leaders that I've been talking to recently talk about exactly what you've mentioned. It's, it's recognizing that y- you know, you, you, you do have your blind spots or your just, your areas of weaknesses, and that's okay 'cause we all do, right? But as long as you're willing to say, you know, "Okay, this might not be my area, but I trust the person whose area I know it is," then, then that's just such a great way to, to handle that and empower the next generation of leaders. So yeah, I love that that's your approach. [00:25:10] Dave Rosa: I also, you know, I, one other area that I think is also critical, and it goes back to what I said about individuals that I've met in larger companies, and I experienced this when I was in a larger company as well. You know, the focus becomes not making a mistake. And and, and it's because you know, the, these employees don't wanna make a mistake that's going to cost them their career in that company. So the safest thing to do is to do what your supervisor tells you to do, as opposed to take a chance and, you know, offer a different idea or a different concept. It's seen as risky and it's because there's this fear of making a mistake. I think it's smaller companies, especially in companies that I've run, you know, my, my philosophy is it's okay to make a mistake, but let's not make the same mistake more than once. I mean, they're, they're there to learn from. So let, let's, let's be smarter the, the second time, you know, because of that experience. But if people are afraid to make mistakes, you'll, you know, you're, you're never gonna get different ideas or different concepts you know, out, out, out amongst the group because of the fear of making a mistake. [00:26:26] Lindsey Dinneen: Mm-hmm. Right. Yeah, absolutely. Providing that, that opportunity and I, I know it's a bit of a cliche, but the, the idea of a safe environment at least to present those ideas and potentially counter opinions, and that's where creativity thrives is when you can iterate and bounce ideas off each other and, and come up with something that's, you know, you couldn't have done by yourself. Yeah, I love that approach. [00:26:50] Dave Rosa: Yeah. [00:26:51] Lindsey Dinneen: Yeah, so okay. This is, this is marvelous. I really appreciate all of this so far. But I'm gonna pivot the conversation a little bit just for fun. So imagine that you were to be offered a million dollars to teach a master class on anything you want. It could be within your industry, but it doesn't have to be. What would you choose to teach? [00:27:13] Dave Rosa: Yeah, this this doesn't fall under maybe necessarily, you know, a a class that you would see in a, a normal curriculum. But, you know, I-- it's, it's something that I've tried to talk to my own children about, and that's teaching them about being thankful for what they have and also, you know, giving back to others that are less fortunate. I-- you know, there's a saying that, that "comparison i- is the thief of joy." You know, the-- I, I think the human race in itself just has a way of always dwelling on, like, what we don't have as opposed to being, you know, thankful to God for all that we do have. And I, and I, I, you know, I, I really think that o- one of the things that I've tried to instill in, in, you know, my, my children, and now they're all grown, is you gotta be grateful for what, what you have, but you gotta find ways to find common ground with people and, and be sure to give back to others that, you know, haven't been as fortunate as you. I, I think that's, you know, what this world should be more focused on than, you know, all, all you hear about today is what we don't agree with and why this side or that political party, you know, is ruining the world. I think if we all focused a lot more of our energy on helping others you know, the, the world would be and this'll sound cliché, a much better place to live in. So if I could teach a course on instilling thankfulness and and the importance of helping others, that's what I would do [00:28:49] Lindsey Dinneen: Yeah. No, that I couldn't agree more. Gratitude and giving back are, are key and, and the world needs more of it, so I love that idea of a masterclass for sure. And how do you wish to be remembered after you leave this world? [00:29:06] Dave Rosa: Yeah, it's-- it kind of goes back to, you know, what my dad said to me, and that was you know, as, as a, a youngster and, and that is, you know, my, my passion and interest to really help others. Yeah, that sums it up the best. [00:29:23] Lindsey Dinneen: Yeah, absolutely. Okay, and final question: What is one thing that makes you smile every time you see or think about it? [00:29:33] Dave Rosa: I, I would say you know, there, there are people that will doubt you and put you down in your career and tell you why, you know, you'll never do this or you'll never do that. And I can honestly say I never thought, you know, I would ever stand in Nasdaq, you know, on Wall Street and take a company public. And, you know, the, the one thing I, I do kind of cherish is I've been able to do this twice, but the first time I remember standing on the stage before the activity started at Nasdaq and one of the people in the company said to me, they said like, "You know, you just had this smile, you know, on your face. You know, it looked like you were thinking of something." And I said, "Yeah, you know, I, I was thinking about all those times that people told me that, you know, I, you know, I would never be successful in my career," and you can define success in different ways, but it, it kind of made me feel good. It was the first time I think I really felt, you know, proud of myself that, "Wow, you know, I'm, I'm one of a very small percentage of people that have been fortunate enough to, to actually you know, take a company public." So, it always makes me smile. [00:30:52] Lindsey Dinneen: Yeah. Yeah, absolutely. Great answer, and that, that's a really cool moment to reflect back on. Well, Dave, this has been a great conversation. I so appreciate your willingness to, to talk with me today, but also to share about the, the incredible work that your company is doing and your heart for helping people from the very beginning of your childhood, and obviously a huge passion of yours throughout your life. And we are so honored to be making a donation on your behalf as a thank you for your time today to Opportunity International, which works to end global poverty by creating and sustaining jobs while also providing small business loans, savings, insurance, and training to more than 14 million people in the developing world. So thank you so much for choosing that organization to support, and thank you for everything that you're doing to change lives for a better world. [00:31:47] Dave Rosa: Well, thanks for having me on the show as well. [00:31:49] Lindsey Dinneen: Of course. [00:31:51] Dan Purvis: The Leading Difference is brought to you by Velentium Medical. Velentium Medical is a full service CDMO, serving medtech clients worldwide to securely design, manufacture, and test class two and class three medical devices. Velentium Medical's four units include research and development-- pairing electronic and mechanical design, embedded firmware, mobile app development, and cloud systems with the human factor studies and systems engineering necessary to streamline medical device regulatory approval; contract manufacturing-- building medical products at the prototype, clinical, and commercial levels in the US, as well as in low cost regions in 1345 certified and FDA registered Class VII clean rooms; cybersecurity-- generating the 12 cybersecurity design artifacts required for FDA submission; and automated test systems, assuring that every device produced is exactly the same as the device that was approved. Visit VelentiumMedical.com to explore how we can work together to change lives for a better world.

Votre produit a plein de fonctionnalités trop cool… mais vos prospects ne comprennent toujours pas pourquoi ils devraient le choisir ?Le problème vient souvent d'un positionnement flou et d'un messaging centré sur le produit plutôt que sur la valeur apportée au client.Dans cet épisode Décrypte, je vous explique le Benefit Ladder, un framework largement utilisé en Product Marketing pour relier les fonctionnalités d'un produit aux bénéfices qu'il apporte, jusqu'à la valeur émotionnelle perçue par vos clients.Je vous montre également comment utiliser ce framework avec un exemple concret basé sur Granola.Dans cet épisode, découvrez :

Dr Cat Hicks is a psychological scientist and the founder of Catharsis, a human-centred research consultancy that works with engineering organisations. After self-funding her first open-access study into developer motivation, she was recruited to lead the Developer Success Lab at Pluralsight — a three-year programme that generated large-scale empirical research across hundreds of companies and more than 11,000 developers. Her book, The Psychology of Software Teams, published in July 2026, brings that evidence to bear on the question her industry keeps asking: why do smart people in smart organisations so often struggle to work well together? We talk about the hidden costs of treating developers as interchangeable units, what large-scale cycle time data reveals about individual performance, and how product managers can build the conditions for teams to actually thrive.Key takeawaysThe "brains and jars" model — treating developers as interchangeable, isolated computing units — does not just feel demeaning; it actively undermines the collaborative, social work that makes software teams effective, and is linked to burnout, self-censorship, and a breakdown of trust.Cycle time data from 216 companies and over 11,000 developers shows that individual performance fluctuates dramatically week to week — it is not a stable personal trait — which means slow periods are usually an environmental problem, not a personal one.Over-production pressure (the constant pull towards short-term delivery) has measurable cascading effects: developers stop mentoring, stop surfacing problems to managers, and stop investing in long-term code quality. It can be measured and, with committed leadership, changed within weeks.AI is producing genuine identity threats, not just productivity disruption. Teams that lower the "threat temperature" — framing change as a shared technical challenge and affirming that new skills can always be learnt — unlock significantly more adaptive and curious behaviour.Metacognitive scaffolding — building structured strategies for thinking about your own thinking, not just raw output — is more trainable than cognitive capacity and is almost entirely absent from how agentic coding environments are currently designed.Superordinate goals (shared outcomes that transcend individual preferences) allow diverse teams, including those who prefer deep solo work, to collaborate productively without demanding that everyone care about the product in the same way.Chapters(00:00) Opening (01:06) Cat's background and the book (04:40) Defining a software team (07:02) Building the Developer Success Lab (10:26) The brains and jars model (13:14) What the model costs teams (17:54) Why communicating value is so hard (19:04) What change looks like in practice (23:01) Code review anxiety and cycle time research (27:55) AI's effect on developer identity (31:57) Agentic coding and cognitive fatigue (35:46) Threat, play, and psychological safety (38:19) Working across disciplines (43:04) What product managers can do (48:00) Wrap-upReferencedThe Psychology of Software Teams by Dr Cat HicksThe Programmer's Brain by Felienne HermansThe Psychology of Computer Programming by Gerald WeinbergDeveloper Success Lab (Pluralsight)DORA projectCatharsis — Dr Cat Hicks's consultancyFight for the Human — Dr Cat Hicks's newsletterDr Cat HicksLearning Opportunities Claude skill — by Dr Cat HicksDeliberate practice and chess improvement study (44,000 Chess.com players)Our HostsLily Smith enjoys working as a consultant product manager with early-stage and growing startups and as a mentor to other product managers. She's currently Chief Product Officer at BBC Maestro, and has spent 13 years in the tech industry working with startups in the SaaS and mobile space. She's worked on a diverse range of products – leading the product teams through discovery, prototyping, testing and delivery. Lily also founded ProductTank Bristol and runs ProductCamp in Bristol and Bath.Randy Silver is a Leadership & Product Coach and Consultant. He gets teams unstuck, helping you to supercharge your results. Randy's held interim CPO and Leadership roles at scale-ups and SMEs, advised start-ups, and been Head of Product at HSBC and Sainsbury's. He participated in Silicon Valley Product Group's Coaching the Coaches forum, and speaks frequently at conferences and events. You can join one of communities he runs for CPOs (CPO Circles), Product Managers (Product In the {A}ether) and Product Coaches. He's the author of What Do We Do Now? A Product Manager's Guide to Strategy in the Time of COVID-19. A recovering music journalist and editor, Randy also launched Amazon's music stores in the US & UK.

We're kicking off a new series with a very timely question: what does product management look like in the age of AI? In this first episode, Matt and Moshe set the stage for *First Principles and Beyond for Product Managers in the Age of AI*, exploring how PM work is changing, what should stay human, and where AI can genuinely help. The conversation ranges from Matt's work implementing software for government agencies to Moshe's hands-on experiments with AI coding tools like Cursor, Kirk, and Claude Code. Along the way, they dig into the tension between speed and judgment, debate what “product sense” really means, and start shaping the core theme of the series: identifying the first principles of product management before layering AI on top. Join Matt and Moshe as they explore: - How product management is evolving as AI becomes part of the workflow - Why human-centered value delivery still matters, even when tools can generate work faster - What “product sense” means in practice, and whether it can be defined as a set of first principles   - Experiments with AI coding tools, local development, and the possibilities of building faster with more leverage - The idea of using AI to augment product work without removing human judgment from the loop - Bring it to the audience by polling where PMs should remain involved, and where AI can take more of the load - And much more! Want to share your thoughts on the series or follow along?-  - Product for Product Podcast: http://linkedin.com/company/pr... - Matt Green: https://www.linkedin.com/in/ma... - Moshe Mikanovsky: http://www.linkedin.com/in/mik... Note: Any views mentioned in the podcast are the sole views of our hosts and guests, and do not represent the products mentioned in any way. Please leave us a review and feedback ⭐️⭐️⭐️⭐️⭐️

InfoComm 2026 in Las Vegas was the stage for the global debut of the OpenMeet 2 UC.Ray Cheng, Product Manager at Shokz, says the device represents the company's second generation of bone conduction technology for the office.The OpenMeet 2 UC is built around bone conduction technology, an approach that sits firmly outside the mainstream of enterprise headset design.Where traditional headsets deliver audio through the eardrums, bone conduction transmits sound via vibrations through the cheekbones, directly to the inner ear. The result: users can hear their calls clearly while keeping their ears open to the world around them.For Cheng, that distinction is everything."Most customers want ANC – that's fine. But some of them want to keep their ears open, and for office headset users, they've had no choice until now."The ideal customer, Cheng explains, is someone clocking four to six hours of calls and meetings daily who finds traditional headsets physically uncomfortable over long periods.Rather than competing head-to-head with the likes of Jabra or Poly on noise cancellation, Shokz is carving out a different lane entirely – comfort and awareness for heavy headset users."We don't want to build a similar headset," Cheng said. "We want to provide something new."InfoComm, the world's largest AV integrator show, was a deliberate choice for the launch.Shokz sees the event as the right platform to signal its ambitions in the enterprise space, where the OpenMeet and OpenCom series form the foundation of its office portfolio – with more products potentially on the way.For businesses rethinking how their teams communicate – especially those with employees splitting time between busy offices and home environments – Shokz is making a compelling case that open ears might just be the smarter option.

SEND US YOUR DILEMMAS:sonigerian.com/DilemmaAre Nigerians actually loyal to brands, or are we just loyal to whoever gives us the best deal?From switching supermarkets because of a discount to choosing one food spot over another because of great customer service, the way we spend our money says a lot about what we value. In this episode of So Nigerian Podcast, we sit down with Amaka, Product Manager at Rewrd, to unpack how Nigerians shop, what keeps us coming back to certain businesses, and why customer loyalty is changing.Together, we explore why traditional loyalty programmers often miss the mark, the role of technology in improving customer experiences, and how businesses can build lasting relationships beyond just offering discounts. Amaka also breaks down how Rewrd's connected rewards ecosystem is helping customers earn more value from their everyday spending while helping businesses retain loyal customers.Whether you're a consumer looking to get more from your everyday purchases or a business owner wondering how to keep customers coming back, this episode is packed with insights you won't want to miss.Enjoy The Episode !!

Discover how seasoned technology executive Ken Gavranovic shares insights on building innovative products, leading digital transformation, and harnessing AI to drive business growth. Whether you're an aspiring entrepreneur or a product leader, learn practical strategies to navigate and excel in the tech landscape.In this episode:Ken Gavranovic's journey from early computer programming to leading multi-million dollar venturesThe importance of clear success metrics versus activity metrics in product developmentHow observability and customer feedback drive product improvementsStrategies for managing cultural and organizational change during transformationThe impact of AI on engineering productivity and product innovationPractical tips for setting goals versus making rigid commitmentsThe role of risk-taking in entrepreneurial successFuture trends in AI and how they will shape business and customer experiencesLinks from the Show:Website: Ken GavranovicBook: Colombus DayMore by Kyle:Follow Prodity on TikTokFollow Kyle on TikTokSign up for the Prodity Newsletter for more updates.Kyle's writing on MediumProdity on MediumLike our podcast, consider Buying Us a Coffee or supporting us on Patreon

What does it mean to run product like a mini company, and how do you say no to a multi-million dollar deal when it conflicts with your strategy? In this episode of the CPO Rising series hosted by Products That Count Resident CPO Renee Niemi, ATOSS Software SE CPTO Vikas Seth will be speaking on outcome-driven product management and what the next evolution of the product leadership role looks like. Drawing on seven years growing ID Now from startup to scale-up at 10x revenue, Vikas shares his framework for closing the gaps between customers, go-to-market, and R&D, and why building enthusiasm for the product is the most underrated leadership skill.

Faith Forster has spent 15 years in product leadership. She was VP of product at Dex, acquired for approximately $600 million, and went on to serve as CPO at Legal, a payments and compliance platform. She now runs discovery.com, an AI-native platform that helps product leaders and teams make faster, better product decisions by connecting to their tools and synthesising competitor, customer and growth intelligence. She is also the driving force behind the Makers Manifesto — a cross-disciplinary set of values and principles for building great products in the age of AI, developed with 45 contributors from across product, engineering, design, and business leadership.We discuss:The manifesto emerged from 96 conversations with product leaders whose grasp of AI ranged from fully automated pipelines to treating it as a faster way to write PRDs — a gap that revealed an industry in urgent need of a shared reference point.Four values anchor the manifesto: purpose over possibility, value created over effort spent, learning loops over launch plans, and human accountability over full automation."Maker" was chosen over "builder" to signal that designers, engineers, salespeople, customer support staff, and founders all share equal ownership of the creation process — regardless of job title.Feature parity is no longer a defensible moat: when any competitor can replicate a capability within days, durable advantage must come from data, relationships, distribution, and business model.Product market fit can no longer be treated as a static milestone — in a market where products, competitors, and customer expectations shift simultaneously, fit must become a continuous, living part of decision-making."Done" now means adopted, not shipped. AI removes every excuse for clunky, one-size-fits-all experiences, and teams that still equate production deployment with completion are measuring the wrong thing.Making context explicit — codifying strategy in a form that agents and humans can both act on daily — is the principle teams consistently identify as their most urgent, immediate priority.Chapters00:00 Introduction 01:12 Faith's background 02:28 Origins of the Makers Manifesto 06:18 Makers Manifesto vs the Agile Manifesto 07:23 Why "maker" not "builder" 11:42 Four values and 16 principles 15:01 Purpose over possibility 19:10 Learning loops over launch plans 22:36 Who gets to be a maker 28:55 Durable advantage in the AI era 33:22 Staying close to customers 36:04 What's next for the manifesto 43:59 Wrap-upReferencedMakers Manifesto — https://makersmanifesto.orgdiscovery.com — Faith's AI-native product decision platformOur HostsLily Smith enjoys working as a consultant product manager with early-stage and growing startups and as a mentor to other product managers. She's currently Chief Product Officer at BBC Maestro, and has spent 13 years in the tech industry working with startups in the SaaS and mobile space. She's worked on a diverse range of products – leading the product teams through discovery, prototyping, testing and delivery. Lily also founded ProductTank Bristol and runs ProductCamp in Bristol and Bath.Randy Silver is a Leadership & Product Coach and Consultant. He gets teams unstuck, helping you to supercharge your results. Randy's held interim CPO and Leadership roles at scale-ups and SMEs, advised start-ups, and been Head of Product at HSBC and Sainsbury's. He participated in Silicon Valley Product Group's Coaching the Coaches forum, and speaks frequently at conferences and events. You can join one of communities he runs for CPOs (CPO Circles), Product Managers (Product In the {A}ether) and Product Coaches. He's the author of What Do We Do Now? A Product Manager's Guide to Strategy in the Time of COVID-19. A recovering music journalist and editor, Randy also launched Amazon's music stores in the US & UK.

What Do Product Managers Do All Day?If you read a typical product manager job description, the role sounds very polished.Define vision.Own the roadmap.Drive strategy.Work cross-functionally.Deliver impact.It all sounds important, structured, and clear.And to be fair, none of it is wrong.But it also doesn't quite capture what the role actually feels like day to day.So let me take you through a day in my life as a PM.How to connect with AgileDad:- [website] ⁠https://www.agiledad.com/⁠- [instagram] ⁠https://www.instagram.com/agile_coach/⁠- [facebook] ⁠https://www.facebook.com/RealAgileDad/⁠- [Linkedin] ⁠https://www.linkedin.com/in/leehenson/

Claudia shares her three-step playbook for starting your Agentforce journey on solid ground.Think Agentforce is the hard part? For most teams, it's the warm-up act. Jack sits down with Claudia McPhail, a seven-year Gearset veteran who's gone from customer support engineer to Product Manager leading Agentforce and Data 360 support, to unpack why so many rollouts stall the moment data hygiene enters the chat. They dig into the real economics of consumption credits, why small, shippable agents beat ten-agent moonshots, and why deploying agents straight to production is a habit worth breaking. Claudia also gets into why the pace of change (goodbye Agent Planner, hello Agent Script) is reshaping what "expertise" means.

Episode 17 features Mani Grewal, Senior Technical Product Manager, partnering with the team responsible for driving AI strategy at Yelp. Mani shares insights from her tech journey, spanning engineering to product management at CVS Health and RepairPal, to break down how AI is reshaping search, why businesses must now optimize for AI agents alongside human buyers, and how human value in the workplace is shifting from execution to strategy. Plus, she discusses her mission to uplift underrepresented voices in tech, her AI coaching, and her book, Mastering AI Prompts: A Complete Guide for Product Managers. Also, check out the Agent Experience Index from Fullstory, to see if your site is AI-readable. 

Become an AI-native Product Manager with OpenAI's Codex PM and other frontier AI leaders ($500 off): https://maven.com/product-faculty/ai-product-management-certification?promoCode=F5    Elie Habib built Anghami into the first Nasdaq-listed music streaming company out of the Middle East, fending off Spotify and Apple along the way. Then, on a single Sunday in January, he started coding a weekend side project called World Monitor. It now has over 3 million users, 50,000+ GitHub stars, and people are calling it "the Bloomberg Terminal for geopolitics." He has refused to charge a cent for it during wartime. In this conversation, Elie breaks down three things every leader needs to hear: how a local founder out-competes global giants, how a media executive adapts to AI, and how a CEO actually builds with AI instead of just talking about it. We get into why "you don't beat Spotify by being Spotify with Arabic subtitles," why he won't hire again until his team proves real AI adoption, why he believes a CEO who can't code on weekends won't survive the next decade, and why curiosity is the only competitive advantage that never depreciates. Chapters: 00:00 Trailer 01:07 Three conversations every CXO needs to hear 02:18 Beating Spotify and Apple without their budget 08:38 Why improving your product means fixing your org chart 13:07 Building a team that argues with you 15:08 Running music and video as separate but connected products 22:14 How AI reshapes the content supply chain 25:47 Why ambition plus AI beats deep pockets 28:32 How Elie deploys AI across every division 37:25 Why a CEO who can't code won't survive the next decade 41:28 World Monitor: the 3M-user weekend project 46:07 Refusing to monetize during a war 51:52 Curiosity, building with your team, and what you become #AI #Startups #Podcast #TechLeadership #Anghami

Je change de format pour un article un peu plus intimiste où je vous partage ma vision du Product Marketing.J'ai eu l'occasion il y a quelques mois d'écrire la préface du livre blanc de WeFiiT dédié au PMM.J'en ai du coup profité pour poser mes idées :- Ma vision du Product Marketing aujourd'hui.- La manière dont j'appréhende ce métier.- Comment je le vois évoluer dans les années à venir.J'espère que ce format vous plaira. Si vous souhaitez plus de contenus de ce type, dites-le moi en MP !

Our HostsLily Smith enjoys working as a consultant product manager with early-stage and growing startups and as a mentor to other product managers. She's currently Chief Product Officer at BBC Maestro, and has spent 13 years in the tech industry working with startups in the SaaS and mobile space. She's worked on a diverse range of products – leading the product teams through discovery, prototyping, testing and delivery. Lily also founded ProductTank Bristol and runs ProductCamp in Bristol and Bath.Randy Silver is a Leadership & Product Coach and Consultant. He gets teams unstuck, helping you to supercharge your results. Randy's held interim CPO and Leadership roles at scale-ups and SMEs, advised start-ups, and been Head of Product at HSBC and Sainsbury's. He participated in Silicon Valley Product Group's Coaching the Coaches forum, and speaks frequently at conferences and events. You can join one of communities he runs for CPOs (CPO Circles), Product Managers (Product In the {A}ether) and Product Coaches. He's the author of What Do We Do Now? A Product Manager's Guide to Strategy in the Time of COVID-19. A recovering music journalist and editor, Randy also launched Amazon's music stores in the US & UK.

Relebogile Mabotja speaks to Paul Wenborn a Product Manager at Ecentric Payment Systems, unpacking the rapid rise of digital wallets, the regulatory challenges facing the industry, and what the future of digital payments in South Africa could look like. 702 Afternoons with Relebogile Mabotja is broadcast live on Johannesburg based talk radio station 702 every weekday afternoon. Relebogile brings a lighter touch to some of the issues of the day as well as a mix of lifestyle topics and a peak into the worlds of entertainment and leisure. Thank you for listening to a 702 Afternoons with Relebogile Mabotja podcast. Listen live on Primedia+ weekdays from 13:00 to 15:00 (SA Time) to Afternoons with Relebogile Mabotja broadcast on 702 https://buff.ly/gk3y0Kj For more from the show go to https://buff.ly/2qKsEfu or find all the catch-up podcasts here https://buff.ly/DTykncj Subscribe to the 702 Daily and Weekly Newsletters https://buff.ly/v5mfetc Follow us on social media: 702 on Facebook https://www.facebook.com/TalkRadio702 702 on TikTok: https://www.tiktok.com/@talkradio702 702 on Instagram: https://www.instagram.com/talkradio702/ 702 on X: https://x.com/Radio702 702 on YouTube: https://www.youtube.com/@radio702 See omnystudio.com/listener for privacy information.

Title: #195 Maxime Champoux, CEO et cofondateur de Well. Comment construire un SaaS à l'ère des agents IA.Pour l'épisode de cette semaine, je reçois Maxime Champoux, le CEO et cofondateur de Well.Well permet aux entrepreneurs et aux petites entreprises de connecter leurs différents outils pour centraliser leurs données business au sein d'une mémoire unique. Grâce à ce contexte, la plateforme peut ensuite automatiser des tâches comme la récupération de factures, la pré-comptabilité ou encore la génération d'analyses et de prévisions financières.Au cours de cet épisode, nous sommes revenus sur le parcours de Maxime dans la FinTech, de ses débuts chez iBanFirst à ses sept années chez Qonto, où il a accompagné l'entreprise de 50 à 1 600 collaborateurs et participé à la structuration d'une équipe produit de près de 150 personnes.Nous avons ensuite parlé de la création de Well et de la façon dont l'arrivée des agents IA a complètement transformé leur manière de construire le produit. En quelques mois, l'équipe est passée de 7 à plus de 100 fonctionnalités développées par mois, sans augmenter significativement ses effectifs.Maxime nous explique comment toute l'équipe s'est mise à coder, pourquoi le code est progressivement devenu la nouvelle source de vérité à la place de Figma, et comment ils ont structuré une flotte d'agents spécialisés pour préserver la qualité malgré l'accélération.Nous avons également parlé de documentation, de mémoire d'entreprise, de spécialisation des agents, d'amélioration continue, de l'évolution du rôle des Product Managers et des designers, ainsi que des nouvelles formes de défensibilité dans un monde où produire du logiciel devient beaucoup plus rapide.Vous pouvez suivre Maxime sur LinkedIn.Bonne écoute !Mentionnés pendant l'épisode :WellQontoiBanFirstMailjetClaude CodeOpenTelemetrySystème 1 / Système 2 de Daniel KahnemanPour soutenir SaaS Connection en 1 minute⏱ (et 2 secondes) :Abonnez-vous à SaaS Connection sur votre plateforme préférée pour ne rater aucun épisode

Selma, Chief Revenue Officer chez Agorapulse explique sa vision sur la place du Product Marketing dans la performance commerciale.Au fil de son parcours, Selma a construit une vision très business du Product Marketing. Pour elle, cette fonction n'est pas un simple support marketing. C'est un levier qui permet d'aligner les équipes, d'améliorer la conversion, d'attirer les bons clients et de construire une croissance durable.Dans cet échange, elle partage sa vision du rôle du PMM et les signaux qui montrent qu'une entreprise a besoin de structurer cette fonction.Découvrez :

Our HostsLily Smith enjoys working as a consultant product manager with early-stage and growing startups and as a mentor to other product managers. She's currently Chief Product Officer at BBC Maestro, and has spent 13 years in the tech industry working with startups in the SaaS and mobile space. She's worked on a diverse range of products – leading the product teams through discovery, prototyping, testing and delivery. Lily also founded ProductTank Bristol and runs ProductCamp in Bristol and Bath.Randy Silver is a Leadership & Product Coach and Consultant. He gets teams unstuck, helping you to supercharge your results. Randy's held interim CPO and Leadership roles at scale-ups and SMEs, advised start-ups, and been Head of Product at HSBC and Sainsbury's. He participated in Silicon Valley Product Group's Coaching the Coaches forum, and speaks frequently at conferences and events. You can join one of communities he runs for CPOs (CPO Circles), Product Managers (Product In the {A}ether) and Product Coaches. He's the author of What Do We Do Now? A Product Manager's Guide to Strategy in the Time of COVID-19. A recovering music journalist and editor, Randy also launched Amazon's music stores in the US & UK.

Digital accessibility is often treated as a compliance checkbox—but in reality, it's a complex, evolving discipline with direct implications for risk, customer experience, and operational efficiency. In this episode, a Product Manager and Accessibility Compliance lead at Cytric Easy at Amadeus IT Group (Nick Hebrant) breaks down what accessibility actually means in practice. The conversation demystifies WCAG 2.1 accessibility guidelines, clarifying that they are not rigid standards but guidelines—introducing interpretation, subjectivity, and inconsistency across organizations and regions. Key insights include: Why most accessibility issues are invisible and rooted in underlying code The absence of standardized scoring, and what VPAT/ACR reports really represent The operational and global complexity of managing accessibility across platforms Common pitfalls, including misaligned audits and lack of product context For Travel Managers (conversation led by Cristina Chimenti), the takeaway is clear: your role isn't to solve accessibility technically, but to manage the conversation strategically. By understanding on vendor mindset, structured progress, and informed questioning, organizations can move beyond focusing on compliance as an end goal. Accessibility isn't a finish line—it's an ongoing journey that separates reactive organizations from resilient ones.  Music track is Space Jazz by Kevin MacLeod  Licensed under Creative Commons: By Attribution 3.0 License 

Bald füllt kein Mensch mehr Checkout-Formulare aus: KI-Agenten übernehmen die Produktsuche, treffen Kaufentscheidungen und bezahlen für uns. Doch was macht das mit der Zahlungsinfrastruktur dahinter – und welche Player werden aus der Kette gestrichen? Julius Danek ist Product Manager bei Stripe und arbeitet genau an dieser Zukunft. Am Rande der Stripe Tour in Berlin ordnet er ein, was Agentic Commerce wirklich bedeutet und warum es für Stripe eher Riesenchance als Bedrohung ist. Wir sprechen über die fünf Stufen des KI-Einkaufs (von der ausgefüllten Web-Form bis zur vollen Autonomie), über Machine Payments und Microtransactions im Cent-Bereich, warum Krypto und Stablecoins die perfekte Währung für Agenten sind, was das für Marktplätze, Marken und Vertrauen im Netz bedeutet – und wann das Ganze im Mainstream ankommt. Du erfährst... ...wie Agentic Commerce den Einkauf revolutioniert und welche Ebenen es gibt. ...welche Chancen und Herausforderungen Stripe in der Zukunft sieht. ...wie Machine Payments und Krypto die Zahlungswelt verändern. __________________________ ||||| PERSONEN |||||

Kailash Badu is one of Nepal's pioneering Product Managers. He helped scale CloudFactory during its early years, has built multiple products across AI, Enterprise Software and FinTech, and currently serves as VP of Product at Genese Solution. In this conversation, he shares over a decade of experience building products, leading teams, and preparing businesses for the AI era.   From why 95% of software features are never used to why coding was never the real job of a software engineer, this conversation explores Product Management, Artificial Intelligence, FinTech, customer thinking, and what it takes to build products people actually use. Whether you're a software engineer, founder, product manager, business leader, or IT student, you'll find practical lessons on building products, adopting AI, and staying relevant in a rapidly changing technology landscape.   Timestamps 00:00:00 - Highlight 00:02:04 - Introduction 00:03:47 - Scaling CloudFactory from Nepal 00:07:36 - From Programmer to Product Manager 00:12:18 - Why 95% of Software Features Go Unused 00:15:24 - Digitizing Nepal's Ministry of Education 00:26:01 - AI's Real Superpower Isn't Coding 00:26:38 - Business Is Just Decision Making 00:38:37 - Be Digital Native Before AI Native 00:46:37 - Is AI Just Another FOMO Trend? 00:52:28 - Why Coding Was Never the Real Job 00:58:02 - The Wedding Photographer Lesson Every Founder Needs 01:06:51 - The Four Pillars of FinTech 01:10:25 - Banks Are Just Matchmakers 01:25:31 - Why People Avoid Formal Banking 01:30:06 - Nepal's Fear-Based Regulation Problem 01:36:10 - Why Bank Transfers Are Still Slow 01:47:03 - AI Is a Commodity, People Are the Advantage 01:54:48 - Why Smart People Still Fail   ___________________________________________________________________________________________________ Want to become a video podcaster? Get info: https://becomeadoer.com/programs/become-a-video-podcaster?utm_medium=YT&utm_source=organic     If you love reading, don't miss our newsletter on Substack Link: https://substack.com/@doersglobal?     Want to join us live in the studio as an audience member? Fill out this form: https://forms.gle/xZi8yptyoxkkc6aa8     ✉ Reach out to us at partners@doersnepal.com   

Have you ever had a gut feeling that something wasn't right with your child—but couldn't explain why? That inner knowing may be your greatest parenting tool. In this eye-opening episode of Radio Medium, Laura Lee welcomes Dr. Debra Bolt, clinical psychologist, child development researcher, and Product Manager of Clinical AI at Aura Parents, for an essential conversation about protecting children in today's rapidly evolving digital world. Together, they explore the hidden emotional, mental, and spiritual impact of AI-powered apps, digital role-playing, online predators, self-harm language detection, and the growing challenges parents face in balancing safety with trust. Laura and Dr. Bolt discuss how parental intuition and practical technology can work together to recognize warning signs early while strengthening communication and connection within the family. Whether you're a parent, grandparent, caregiver, educator, or someone who believes in the power of intuition, this episode offers compassionate guidance, expert insight, and actionable tools to help keep children safe while honoring their emotional well-being. You'll walk away feeling more informed, empowered, and confident in trusting both your instincts and your child's journey.

Is process mining just Six Sigma with better software? Two former Lean Six Sigma consultants — now Product Managers at ServiceNow — answer that question. The answer is more interesting than you’d expect. Tomas Galle (Six Sigma Black Belt) and Roz Parpia (Green Belt) join host Bobby Brill to trace process intelligence from factory floors and sticky-note whiteboards to process maps generated in under ten minutes from data you already own. They cover the real cost of the old way, non-conformance, the ServiceNow Playbooks feature, Task Mining, and the question every AI agent deployment should be asking but usually isn’t: did the process actually get better? CHAPTERS0:00 Introduction — Tomas Galle & Roz Parpia2:02 Is process mining just Six Sigma?4:13 The belt system explained — Black Belt, Green Belt, and the punchline4:58 Manufacturing observation: what process improvement looked like before7:51 The real cost of the old way — six figures, six months, one process8:46 Customer reaction: ten years of work, solved in ten minutes9:03 Where ServiceNow sits in the Process Intelligence market10:56 Annual physical vs. wearable — continuous vs. snapshot13:13 Conformance checking and the happy path14:10 Non-conformance: what it is and why everyone should care16:58 Static statistics vs. analysis on the move17:05 Playbooks: responding to non-conformance in real time18:54 How to get started today — free evaluation projects, no license needed20:26 Task Mining: the human layer process mining can’t see22:00 You’re already sitting on a goldmine22:53 Closing thoughts IN THIS EPISODE• Why “that’s just Six Sigma” is actually the right reaction — and what it’s still missing• Frederick Taylor’s stopwatch, the Gemba walk, and how the factory floor became the IT service desk• Why a single process improvement engagement used to cost six figures and take up to six months• The Gartner Magic Quadrant for Process Intelligence — and Roz’s candid take on where ServiceNow really stands• The wearable vs. annual physical: why continuous process mining beats the yearly audit• Conformance checking and the happy path — what it means when your process deviates• Non-conformance explained with a real change management example (87% vs. 98% CAB approval)• How the ServiceNow Playbooks feature turns detection into real-time correction with one click• Task Mining: what people do in Outlook, Teams, and Excel that never appears in your process map• How to start mining your own data today — no license required, no IT admin needed GET STARTEDIf you’re a ServiceNow customer, you already have access to free evaluation projects — no license needed.https://www.servicenow.com/au/products/process-mining/get-started.htmlhttps://www.servicenow.com/docs/r/now-intelligence/process-mining/process-mining.htmlhttps://www.youtube.com/watch?v=TVrU0TQ7ldMhttps://www.youtube.com/watch?v=GLKROYqnc10 TAGS#ServiceNow #ProcessMining #ProcessIntelligence #SixSigma #LeanSixSigma #TaskMining #AIAgents #WorkflowAutomation #DigitalTransformation #ContinuousImprovement #NonConformance #Playbooks #ServiceNowPodcast #EnterpriseAI #ProcessImprovement #GembaWalk #ConformanceCheckingSee omnystudio.com/listener for privacy information.

Is process mining just Six Sigma with better software? Two former Lean Six Sigma consultants — now Product Managers at ServiceNow — answer that question. The answer is more interesting than you’d expect. Tomas Galle (Six Sigma Black Belt) and Roz Parpia (Green Belt) join host Bobby Brill to trace process intelligence from factory floors and sticky-note whiteboards to process maps generated in under ten minutes from data you already own. They cover the real cost of the old way, non-conformance, the ServiceNow Playbooks feature, Task Mining, and the question every AI agent deployment should be asking but usually isn’t: did the process actually get better? CHAPTERS0:00 Introduction — Tomas Galle & Roz Parpia2:02 Is process mining just Six Sigma?4:13 The belt system explained — Black Belt, Green Belt, and the punchline4:58 Manufacturing observation: what process improvement looked like before7:51 The real cost of the old way — six figures, six months, one process8:46 Customer reaction: ten years of work, solved in ten minutes9:03 Where ServiceNow sits in the Process Intelligence market10:56 Annual physical vs. wearable — continuous vs. snapshot13:13 Conformance checking and the happy path14:10 Non-conformance: what it is and why everyone should care16:58 Static statistics vs. analysis on the move17:05 Playbooks: responding to non-conformance in real time18:54 How to get started today — free evaluation projects, no license needed20:26 Task Mining: the human layer process mining can’t see22:00 You’re already sitting on a goldmine22:53 Closing thoughts IN THIS EPISODE• Why “that’s just Six Sigma” is actually the right reaction — and what it’s still missing• Frederick Taylor’s stopwatch, the Gemba walk, and how the factory floor became the IT service desk• Why a single process improvement engagement used to cost six figures and take up to six months• The Gartner Magic Quadrant for Process Intelligence — and Roz’s candid take on where ServiceNow really stands• The wearable vs. annual physical: why continuous process mining beats the yearly audit• Conformance checking and the happy path — what it means when your process deviates• Non-conformance explained with a real change management example (87% vs. 98% CAB approval)• How the ServiceNow Playbooks feature turns detection into real-time correction with one click• Task Mining: what people do in Outlook, Teams, and Excel that never appears in your process map• How to start mining your own data today — no license required, no IT admin needed GET STARTEDIf you’re a ServiceNow customer, you already have access to free evaluation projects — no license needed.https://www.servicenow.com/au/products/process-mining/get-started.htmlhttps://www.servicenow.com/docs/r/now-intelligence/process-mining/process-mining.htmlhttps://www.youtube.com/watch?v=TVrU0TQ7ldMhttps://www.youtube.com/watch?v=GLKROYqnc10 TAGS#ServiceNow #ProcessMining #ProcessIntelligence #SixSigma #LeanSixSigma #TaskMining #AIAgents #WorkflowAutomation #DigitalTransformation #ContinuousImprovement #NonConformance #Playbooks #ServiceNowPodcast #EnterpriseAI #ProcessImprovement #GembaWalk #ConformanceCheckingSee omnystudio.com/listener for privacy information.

Charity Ibhadon is a Global Product Director at WPP, where she leads the development of an AI marketing tool. With 15 years in product — including three formative years at ASOS during its high-growth heyday — she came to the discipline via a decade in investment banking and an executive MBA. She has operated at VP and CPO level, leading large international teams across consumer technology and media.We discuss:— Why the explosion of product frameworks, books, and LinkedIn benchmarks has made it harder, not easier, to feel like you're doing the job well — regardless of seniority— How the physical symptoms of burnout can masquerade as markers of success, and why high-achieving women in particular are vulnerable to that misreading— What it actually takes to recover: stepping away, finding what your body needs outside of work, and stopping short of making your job your entire identity— Why being genuinely enjoyable to work with is a more durable career advantage than any certification or methodology— How the Eisenhower matrix — do, defer, delegate, delete — can be a practical daily tool for protecting energy, not just a poster on a wall— The case for "happy high status": remaining calm and unflappable under pressure as a learnable leadership behaviour, not a personality trait— Why commercial curiosity — understanding what moves the business and staying interested in the world — will matter more for long-term product careers than AI certificatesChapters:0:00 Introduction 1:29 Charity's background 4:00 Why product feels harder than ever 6:34 Why fun at work matters 8:45 Recognising burnout 10:25 When burnout feels like success 12:13 Finding your way back 16:18 Fun as a strategic advantage 18:00 Staying calm under pressure 22:26 The "CEO of the product" myth 22:41 Mindset for a long career in product 24:45 Building resilience 26:35 Wrap-upReferencedEisenhower matrix | https://en.wikipedia.org/wiki/Priorit...Charity's keynote at #mtpcon London |    • Product is Hard. It should still be fun: C...  Our HostsLily Smith enjoys working as a consultant product manager with early-stage and growing startups and as a mentor to other product managers. She's currently Chief Product Officer at BBC Maestro, and has spent 13 years in the tech industry working with startups in the SaaS and mobile space. She's worked on a diverse range of products – leading the product teams through discovery, prototyping, testing and delivery. Lily also founded ProductTank Bristol and runs ProductCamp in Bristol and Bath.Randy Silver is a Leadership & Product Coach and Consultant. He gets teams unstuck, helping you to supercharge your results. Randy's held interim CPO and Leadership roles at scale-ups and SMEs, advised start-ups, and been Head of Product at HSBC and Sainsbury's. He participated in Silicon Valley Product Group's Coaching the Coaches forum, and speaks frequently at conferences and events. You can join one of communities he runs for CPOs (CPO Circles), Product Managers (Product In the {A}ether) and Product Coaches. He's the author of What Do We Do Now? A Product Manager's Guide to Strategy in the Time of COVID-19. A recovering music journalist and editor, Randy also launched Amazon's music stores in the US & UK.

Welcome back to #SoLeadSaturday. I'm Chibi version of Vaishali Lambe, and today we are talking about **Will AI Replace Product Managers?**.For professionals thinking about their AI careers, this topic matters because:AI may replace repetitive tasks, but not product judgment and stakeholder leadership.The market is changing quickly.But the winning skill is not chasing every new tool.The winning skill is knowing how to connect tools to outcomes.That means learning how to explain AI clearly, build small proofs of work, and show measurable impact.Let's break this down into three parts.First, why does this matter now?AI is no longer just a research conversation. It is becoming part of everyday work. Teams are using it to summarize information, automate repetitive tasks, analyze documents, generate content, support decision-making, and improve customer experiences.

For the past 5 years, the ITX Product + Design Conference stands at the top of the company's calendar. In this Topics in Product Series (TiPS) episode, Product Momentum co-host Sean Murray called the 2-day conference event “my favorite two working days of the year,” complete with workshops, keynotes, spotlight sessions, and live podcast recordings. Sean (Director of Product Management) is joined by ITX colleagues Shannon Baird (Lead UX Designer), Kyle Psaty (VP of Business Development), and Dan Sharp (Product Manager, Product Momentum co-host). With conference excitement still fresh on their minds and drawing from their experiences across product management, UX design, and business development, the panel explored the conference’s most relevant takeaways. As you'll see and hear, one theme emerged: the boundaries that once separated the roles of Product and UX are rapidly fading. As AI changes how teams work, their success depends less on tools and more on the collaborative problem solving that grows from a deeper understanding of our products' users. Here's a look at what they learned: AI Amplifies Existing Product Practices Not surprisingly, Conference speakers discussed artificial intelligence and its impacts – but not as the primary topic. Instead, they focused on ways AI can be used to strengthen good product thinking, not to replace it. David Pereira, author of Untrapping Product Teams, explained that AI is most valuable when it enhances sound discovery, user research, and decision-making. Teams that already practice strong product fundamentals will benefit the most, he added. “AI accelerates what you are already doing,” David says. Leadership Is Something You Do, Not Someone You Are Leadership emerged as another major theme during the Day 1 workshops. In a Product track session guided by Rachel Kohman, attendees explored how leadership happens through everyday actions. Rather than being defined by job title or authority, leadership is revealed at all levels of the organization by speaking up, creating space for others, and helping teams navigate difficult problems. As Dan points out, “It’s really easy to think about leadership as a thing that happens when ‘somebody's in charge.’ But that’s not always the case. Leading is a verb that you do, not an overall overarching principle. I think there’s a lot of power in that.” Product and UX Deliver Stronger Results Together Our TiPS panelists believe that the Conference's most actionable takeaway is the growing convergence of Product and UX. Even though AI is enabling professionals to work across traditional role boundaries, a focus on shared customer and business outcomes are bringing the disciplines even closer together. “In past years,” Kyle shares, “guests like Jesse James Garrett, Jared Spool, and Rich Mironov really celebrated our conference because it brings together product and design. Historically, the impetus has been to actively bring those departments together. Now, those roles are converging in this kind of natural way; the game board is tilting us all together toward unified problem solving and shared solutioning.” [04:11] The ITX Product + Design Conference is my favorite two working days of the year! — Sean Murray, Director of Product Management, ITX. [13:28] I'm now building my own AI design expertise, and it's important to stop for a beat and make sure I'm asking the right questions as I design these tools. — Shannon Baird, Lead UX Designer, ITX. [18:51] One thing is clear: the work we’re doing – designers, engineers, product managers – is figuring out what brings value. It’s adaptive problem solving, right? — Dan Sharp, Product Manager, ITX. [19:50] The Product and Design roles are converging in this natural, authentic way that is tilting us all toward unified problem solving and shared solutioning. — Kyle Psaty, VP of Business Development, ITX. [21:05] That’s why this Product + UX Conference was killer for me. With AI technology becoming readily available, we’re seeing designers coding their own prototypes and product owners designing their own solutions. Our roles are more closely aligned and offering more opportunities to cross-collaborate. — Shannon Baird, Lead UX Designer, ITX. [22:33] I think we’ve lost a little bit of the in-person career development. And we wouldn’t have been able to make the observations that we were making about the blending of these worlds. There’s so much value for both distinct role sets; the opportunity to be there in person and the opportunity to talk with other people is really unique these days. — Sean Murray, Director of Product Development, ITX. Sean Murray. Sean is the Director of Product Management at ITX. His expertise lies in aligning teams with product goals, business objectives, and user value, all while creating a fun and collaborative environment where everyone can thrive. Dan Sharp. Dan is a Product Manager at ITX focusing on enterprise level clients and technology solutions. He enjoys shaping product strategy and turning a strategy into valuable solutions. Kyle Psaty. Kyle is ITX’s VP of Business Development. In this role, Kyle is the executive sponsor of the annual ITX Product + Design Conference. Shannon Baird. Shannon is a Lead UX Designer at ITX. She thrives on solving challenging problems with a user-centered design process, taking problems through research, ideation, prototyping, and testing design phases. The post 191 / TiPS: ITX 2026 P+D Conference – Converging Around Better Problem Solving appeared first on ITX Corp..

What does it actually take to move an entire company from handwriting PRDs to shipping features with agents in two years?In this episode of Supra Insider, Marc Baselga and Ben Erez sit down with Alex Meyers, Principal Product Manager at Gusto, to trace how the company became AI-native from the inside. Alex shares how his own quiet tool use turned into a C-suite demo, why that demo made clear that you cannot simply mandate “be AI native,” and how PM AI hackathons became the ritual that moved the org forward.They explore why dedicated, uninterrupted build time beats an hour here and there, why the ritual has to recur as the tools keep changing, how roughly three-quarters of the PM org now merges pull requests, and where Alex thinks the work is heading as loops and goals let PMs spend more time on customers and taste.If you're a product leader trying to raise your team's AI fluency, a founder deciding how much structure to put around learning, or an operator wondering what the PM role becomes when agents handle the busywork, this episode is for you.All episodes of the podcast are also available on Spotify, Apple and YouTube.New to the pod? Subscribe below to get the next episode in your inbox

Industrial Talk is onsite at MD&M West and talking to Kai Li, Production Manager at Mean Well USA about "Power solutions for manufacturing". Overview Kai Li, Product Manager at Mean Well USA, discussed the company's role as a leading power supply manufacturer with over 15,000 standard SKUs. Mean Well specializes in industrial equipment, medical devices, and LED lighting, emphasizing reliability and smaller, higher-protection power supplies. The company has a subsidiary in Kansas City dedicated to providing turnkey solutions. Li highlighted Mean Well's adaptability, driven by a robust R&D team and long-term supplier relationships. The company is transitioning to a solutions provider, focusing on sustainability and AI-driven power demands. Li also mentioned Mean Well's extensive training programs for distributors and their reliance on a global distribution network for over 70% of sales. Outline MD&M West and Industrial Talk Introduction Scott introduces the episode of Industrial Talk, sponsored by MD&M West and News and Brews, highlighting the innovation and energy at the event.Scott thanks listeners for tuning in and celebrates industry professionals who solve problems and innovate daily.Scott mentions the importance of MDNM West and the role of Informa and News and Brews in telling the story of manufacturers. Introduction of Kai Li and Mean Well Scott introduces Kai Li, the product manager at Mean Well USA, and invites him to share his background.Kai Li explains his role at Mean Well, mentioning his 10-year tenure and transition from field applications engineer to product manager.Kai Li highlights Mean Well's expertise in power supplies and their role as a hidden champion in the industry.Kai Li discusses the company's focus on solving customer issues by understanding market needs and providing tailored solutions. Mean Well's Market Position and Solutions Kai Li elaborates on Mean Well's market position as a leading power supply manufacturer, serving various industries including industrial equipment, medical devices, and LED lighting.He explains the company's strategy of providing comprehensive solutions rather than just components, through their subsidiary, Mean Well Power Solutions.Kai Li details the company's approach to developing products based on customer feedback and market trends.He mentions the creation of a subsidiary in Kansas City, Missouri, to focus on providing turnkey solutions for customers. Manufacturing and Market Adaptation Scott inquires about Mean Well's ability to stay nimble and adapt to market changes.Kai Li attributes the company's adaptability to a strong R&D team and a large portfolio of standard SKUs, with plans to add 15% new SKUs annually.He discusses the impact of emerging technologies like gallium nitride and silicon carbide on Mean Well's product development.Kai Li emphasizes the importance of long-term relationships with suppliers and customers in maintaining a steady supply chain. Future of Power Electronics and Sustainability Kai Li predicts a bright future for power electronics, driven by advancements in AI and other revolutionary technologies.He highlights Mean Well's active participation in power electronics conferences to stay updated with the latest trends.Kai Li discusses the company's transformation from a component supplier to a solutions provider, aligning with the Sustainable Development Goals (SDGs).He mentions the importance of maintaining a broad market focus to cater to various industries and customer needs. Distributor Relationships and Training Kai Li explains Mean Well's strategy of hosting training sessions and events for distributors to keep them informed about new products and applications.He details the company's efforts to educate distributors through webinars, technical seminars, and direct interactions with the product and technical teams.Kai Li emphasizes the importance of a strong distribution network, with over 260 distributors worldwide, in driving sales and market penetration.He highlights the bi-directional communication between Mean Well and its distributors to gather market feedback and improve product offerings. Conclusion and Contact Information Scott asks Kai Li about his excitement for the future of Mean Well and the company's sustainability initiatives.Kai Li reiterates the importance of sustainability and Mean Well's transformation into the Sustainable Development Group.Scott provides contact information for Kai Li, including his LinkedIn profile and Mean Well's website, to encourage listeners to reach out for more information.Scott wraps up the podcast, encouraging listeners to attend MD&M West and highlighting the importance of storytelling and marketing in the industrial sector. If interested in being on the Industrial Talk show, simply contact us and let's have a quick conversation. Finally, get your exclusive free access to the Industrial Academy and a series on “Why You Need To Podcast” for Greater Success in 2026. All links designed for keeping you current in this rapidly changing Industrial Market. Learn! Grow! Enjoy! KAI LI'S CONTACT INFORMATION: Personal LinkedIn: https://www.linkedin.com/in/kai-li-725419113/ Company LinkedIn: https://www.linkedin.com/company/mean-well-usa-inc-/ Company Website: https://www.meanwellusa.com/ PODCAST VIDEO: https://youtu.be/IRDIdUAJgL8 THE STRATEGIC REASON "WHY YOU NEED TO PODCAST": OTHER GREAT INDUSTRIAL RESOURCES: NEOM: https://www.neom.com/en-us Hexagon: https://hexagon.com/ Arduino: https://www.arduino.cc/ Fictiv: https://www.fictiv.com/ Hitachi Vantara: https://www.hitachivantara.com/en-us/home.html Industrial Marketing Solutions:  https://industrialtalk.com/industrial-marketing/ Industrial Academy: https://industrialtalk.com/industrial-academy/ Industrial Dojo: https://industrialtalk.com/industrial_dojo/ We the 15: https://www.wethe15.org/ YOUR INDUSTRIAL DIGITAL TOOLBOX: LifterLMS: Get One Month Free for $1 – https://lifterlms.com/ Active Campaign: Active Campaign Link Social Jukebox: https://www.socialjukebox.com/ Industrial Academy (One Month Free Access And One Free License For Future Industrial Leader): Business Beatitude the Book Do you desire a more joy-filled, deeply-enduring sense of accomplishment and success? 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Fred Gifford, Strategy Lead and Sr. Product Manager at Sony AI, shares how his team is building knowledge graphs from academic literature to predict new biomedical relationships and accelerate drug discovery. He explains why Sony AI publishes so much of its research openly, what he got wrong about AI therapy when writing his novel and why he believes accountability for AI's ethical failures still lags dangerously behind the pace of the technology itself. Key Takeaways:  Why specialized AI tools are losing ground to all-in-one chatbots and what that means for the personal data we hand over What it actually takes to build an ethical dataset from scratch and why most image data used to train AI didn't  His experience of writing about AI therapy years before chatbots became a mental health solution for millions Why Sony AI is choosing to open-source its work  This episode was recorded LIVE at The AI Summit London Guest Bio: Fred Gifford is an AI strategy lead based in London. He has spent the past 5.5 years at Sony AI applying frontier AI research to solve challenges in gastronomy, AI Ethics, and biomedical.  He is also an author under the pen-name Fred Lunzer. His debut novel, Sike, was published by Macmillan / Celadon last year, and focuses on a young couple navigating life with an AI therapist.  ---------------------------------------------------------------------------------------- About this Show: The Brave Technologist is here to shed light on the opportunities and challenges of emerging tech. To make it digestible, less scary, and more approachable for all! Join us as we embark on a mission to demystify artificial intelligence, challenge the status quo, and empower everyday people to embrace the digital revolution. Whether you're a tech enthusiast, a curious mind, or an industry professional, this podcast invites you to join the conversation and explore the future of AI together. The Brave Technologist Podcast is hosted by Luke Mulks, VP Business Operations at Brave Software—makers of the privacy-respecting Brave browser and Search engine, and now powering AI everywhere with the Brave Search API. Music by: Ari Dvorin Produced by: Sam Laliberte  

Vonny Laing is a user-centred design lead at the Student Loans Company, part of the UK government, where she oversees a service used by millions of people at every stage of their higher education journey. She has held roles spanning UX design, content design, and head of design across both public and private sectors, and completed an MBA specifically to earn the language of business — and with it, a seat at the table where design decisions get made. We discuss why designing from the majority inward produces invisible failures, how flipping to an underserved-first model creates a halo effect for all users, and why government service assessments make the happy-path approach structurally untenable. Vonny shares how a single day of guerrilla research at a further education college surfaced a critical gap between student loan payments and universal credit eligibility that years of data had never revealed — and why synthetic users can never replicate that. We also get into her "eat your greens" principle for designing across a user's whole life; the case for disaster thinking over happy-path optimism; how stories and verbatims move executives more reliably than dashboards; and why designers who learn to speak business become a secret weapon in any organisation.Chapters:(00:53) Welcome and introductions (01:23) Vonny background (02:10) Moving fast in the civil service (04:02) The UK government digital community (05:05) The pyramid model (07:03) Underserved versus edge case users (08:09) Designing at population scale (09:43) Service assessments and design accountability (11:01) Discovery research methodology (13:25) Finding users invisible in the data (16:22) Bridging gaps you cannot fix (18:42) Eat your greens: needs versus wants (20:07) Designing for users over time (21:04) Worst-case scenario thinking (22:11) Mining complaint logs and prioritising (25:47) Why synthetic users fall short (28:12) Where automated testing has a role (29:19) Leave the building: guerrilla research (33:03) Communicating research through storytelling (36:29) Why Vonnie did an MBA (39:03) Design's ceiling in organisations (42:04) Wrap-upOur HostsLily Smith enjoys working as a consultant product manager with early-stage and growing startups and as a mentor to other product managers. She's currently Chief Product Officer at BBC Maestro, and has spent 13 years in the tech industry working with startups in the SaaS and mobile space. She's worked on a diverse range of products – leading the product teams through discovery, prototyping, testing and delivery. Lily also founded ProductTank Bristol and runs ProductCamp in Bristol and Bath.Randy Silver is a Leadership & Product Coach and Consultant. He gets teams unstuck, helping you to supercharge your results. Randy's held interim CPO and Leadership roles at scale-ups and SMEs, advised start-ups, and been Head of Product at HSBC and Sainsbury's. He participated in Silicon Valley Product Group's Coaching the Coaches forum, and speaks frequently at conferences and events. You can join one of communities he runs for CPOs (CPO Circles), Product Managers (Product In the {A}ether) and Product Coaches. He's the author of What Do We Do Now? A Product Manager's Guide to Strategy in the Time of COVID-19. A recovering music journalist and editor, Randy also launched Amazon's music stores in the US & UK.

What if your biggest breakthrough came years after you thought your competitive running career was behind you?This week on RUNWITHALLI LIVE, I'm joined by Alana Levy, my fellow Horace Greeley High School alum, a 2028 U.S. Olympic Marathon Trials qualifier, and one of New York City's top marathoners. Alana is a Product Manager by trade, an incredible human, and someone who proves that your best running may still be ahead of you.After stepping away from competitive running following college, Alana never imagined she'd eventually qualify for the Olympic Trials. Yet through years of consistency, patience, and trusting the process, she progressed from a 2:59 marathon to a 2:48, then a 2:40, and ultimately a 2:34 marathon to earn her first Olympic Trials qualifier. All while working full-time.In this episode, we dive into what it takes to balance ambition, career, and elite performance without losing sight of why you started running in the first place.WHAT WE COVER:00:00 Welcome to RUNWITHALLI LIVE00:01 Meet Olympic Trials Qualifier Alana Levy02:02 Why She Stepped Away from Competitive Running04:55 Running Faster in Her 30s Than Ever Before05:21 Breaking 17 Minutes in the 5K10:37 Joining Brooklyn Track Club Changed Everything13:28 How She Improved from 2:59 to 2:3416:35 Recovery, Nutrition & Training Evolution19:18 The Power of Patience in Running22:05 Letting Go of Fear & Racing for Yourself24:46 Rapid Fire: Sacrifices, Joy & Daily Habits27:46 Garmin, WHOOP & Nutrition Habits30:40 Balancing Tech & Elite Marathon Training33:46 Alana's Most Controversial Running Opinion36:20 Advice for Runners with Big Goals39:10 Final ThoughtsAlana's story is proof that progress doesn't have an expiration date. She is far from slowing down and continues to inspire me, and I know she'll inspire many of you listening as well!Fun fact: I was the captain of our varsity swim team, and Alana was the track star when we graduated from Horace Greeley High School in Chappaqua, New York, in 2007. Nearly two decades later, our paths have crossed again through running and the incredible community this sport creates. It truly is one of my favorite parts of running and how it has a way of bringing people back together. And no, we are NOT old!FINAL THOUGHTSWhether you're chasing your first marathon, hoping to qualify for Boston, balancing training around work and family, or simply wondering if your best running is still ahead of you, this conversation is a reminder that consistency compounds, patience pays off, and extraordinary results often come much later than we expect.If you've ever questioned whether you're too late to improve, this episode is for YOU!And remember, there's no pace too slow!Share this episode with a training partner who needs to hear it!Connect with Alana Levy:InstagramAnd take ONE thing from this episode and apply it to your next run.Thank you for being here. I appreciate you!Support the showThe RUNWITHALLI LIVE Podcast is hosted by Alli Felsenthal, founder of RunWithAlli Coaching and virtual run coach to runners around the world. Each episode brings expert guests, honest conversations, and practical tools to help you train smarter, race better, and love the process. Whether you're chasing your first finish line or a new PR, you're in the right place.ENJOYED THIS EPISODE? Your support helps this podcast reach more runners who need it. Leave a review on Apple Podcasts. It's the #1 way to help the show grow: https://podcasts.apple.com/us/podcast/runwithalli-live/id1510066149Share this episode with a runner who needs to hear itSubscribe so you never miss an episodeWORK WITH RUNWITHALLI 1:1 Run Coaching. Personalized plans from the mile to the marathon → runafastermarathon.comFollow on Instagram → @runwithalliJoin the newsletter for weekly training tips, athlete wins, running science, and more → http://runafastermarathon.com/newsletterFree community with free weekly resources → Discord Buzzsprout - Let's get your podcast launched!Start for FREE Support the showThe RUNWITHALLI LIVE Podcast is hosted by Alli Felsenthal, founder of RunWithAlli Coaching and virtual run coach to runners around the world. Each episode brings expert guests, honest conversations, and practical tools to help you train smarter, race better, and love the process. Whether you're chasing your first finish line or a new PR, you're in the right place.ENJOYED THIS EPISODE? Your support helps this podcast reach more runners who need it. Leave a review on Apple Podcasts. It's the #1 way to help the show grow: https://podcasts.apple.com/us/podcast/runwithalli-live/id1510066149Share this episode with a runner who needs to hear itSubscribe so you never miss an episodeWORK WITH RUNWITHALLI 1:1 Run Coaching. Personalized plans from the mile to the marathon → runafastermarathon.comFollow on Instagram → @runwithalliJoin the newsletter for weekly training tips, athlete wins, running science, and more → http://runafastermarathon.com/newsletterFree community with free weekly resources → Discord

Niyati Gupta describes her career as one long experiment — deliberately putting herself in uncomfortable, ambiguous situations and treating every move as a personal learning loop. That instinct took her from a bachelor's in design inside one of India's most prestigious engineering colleges, where almost nobody understood what design was, to a research role at Carnegie Mellon where she studied health info needs for low-literacy users in rural India, to Autodesk's bio-nano innovation lab building molecular visualization tools for scientists — and eventually to Google, where she joined the Next Billion Users team. Find bonus content and more on our Substack: https://designbetterpodcast.com/p/niyati-gupta That team's mission was to ask an open question: where would the next wave of users come from, what did they need, and what products didn't exist yet to serve them? Niyati ran immersion sprints in the Philippines, India, Indonesia, and Mexico — shadowing users, building prototypes in the field, testing them in the wild, and bringing those insights back to a team that was building products like Camera Go and Google Files from the ground up. And she'll tell you that the swim lanes between designer, engineer, and PM felt just as artificial out there in the field as they do today with AI accelerating everything. These days she's a senior product designer at Netflix, working on commerce and partnerships — which means thinking hard about discovery, about fandom, about how you help someone decide what to watch on a Friday night without making them feel like the choosing is harder than the watching. It also means designing across a ten-foot TV screen, a phone, and every device in between, and trying to make all of it feel like one seamless experience. In this conversation, we get into what the Next Billion Users work taught her about designing for people who aren't like you, how she thinks about influence as a designer — and why she's convinced the title was never where the influence actually lived — and what Netflix's design culture looks like from the inside, including how they run crits and how they think about A/B testing. *** Premium Episodes on Design Better This ad-supported episode is available to everyone. If you'd like to hear it ad-free, upgrade to our premium subscription, where you'll get an additional 2 ad-free episodes per month (4 total). Premium subscribers also get access to the documentary Design Disruptors and our growing library of books. New premium subscriber benefit: we've launched a private Slack workspace…join now to connect with designers, product leaders & creative practitioners in our community. And get a behind-the-scenes pass to every episode with The Roundup, where each week we bring you insights and actionable tactics from recent episodes. You'll also get access to our monthly AMAs with former guests, ad-free episodes, discounts and early access to workshops, and our monthly newsletter The Brief that compiles salient insights, quotes, readings, and creative processes uncovered in the show. And subscribers at the annual level now get access to the Design Better Toolkit, which gets you major discounts and free access to tools and courses that will help you unlock new skills, make your workflow more efficient, and take your creativity further. Upgrade to paid Learn more about your ad choices. Visit megaphone.fm/adchoices

Recorded live at #mtpcon London, Lily sits down with Emily Tate — former MD of Mind the Product for a broad debrief on the day's themes. They cover why product and design may matter more in an AI world than ever before, how heritage organisations can navigate transformation without the luxury of greenfield conditions, and what it actually takes to get internal stakeholders on side. Emily also makes a case for why SaaS isn't dead, why positioning fundamentals haven't changed despite the AI frenzy, and why remote work is draining the fun out of product teams.Chapters0:00 — Intro1:00 — The state of AI in product: still an inflection point3:18 — AI is a technology, not a moat4:57 — Keeping the humanity in product work6:13 — Advice for PMs new to the industry8:38 — Why conferences need both practical and inspirational talks10:24 — How to start speaking: find your local ProductTank13:46 — You don't need a novel idea to give a great talk16:01 — Charity Ibhadon's talk: product is hard, but it should be fun16:19 — Remote work and the slow erosion of joy at work19:15 — Innovating inside heritage organisations21:39 — Stop trying to educate stakeholders about product24:06 — April Dunford on positioning: what AI changes, and what it doesn't27:00 — The SaaS-pocalypse myth28:47 — Predictions: 12–18 more months of heavy AI talk30:59 — Filtering signal from noise: where Emily reads31:40 — Eric Ries' Incorruptible and building companies that resist corruptionKey takeawaysIf your only moat is AI, you don't have a moat. AI is a capability, not a product. The question is how you're using it to serve customers better than you could before — not whether you're using it at all.Building is no longer the bottleneck — deciding what to build is. That shift makes strong product and design thinking more important, not less.Stop trying to teach stakeholders about product. Drop the methodology, use their language, show them something tangible, and bring them along in ways that make sense to them — not to you.SaaS has a defensible edge. Products built on experience across hundreds of customers carry knowledge that a single company building its own solution can't replicate. That's a positioning story worth telling.Positioning fundamentals haven't changed. Sprinkling AI on your messaging doesn't sharpen it. Outside of tech, leading with AI can actively damage trust.You don't need a novel idea to give a great talk. Your version of a familiar concept might be the one that finally makes it click for someone. Start at a local ProductTank.Don't try to be someone else on stage. Find your style by doing it. Authenticity beats borrowed charisma.Remote work is eroding team joy in ways we're not measuring. The informal moments that build relationships and make work fun don't happen on Slack or in back-to-back video calls — and the resulting friction is real.Featured links  Incorruptible by Eric Ries — https://www.penguin.co.uk/books/460881/incorruptible-by-ries-eric/9780241692028The Decision Stack by Martin Eriksson — thedecisionstack.comChristian Idiodi — Silicon Valley Product GroupApril Dunford — aprildunford.comFind your local ProductTank — producttank.comMind the Product — mindtheproduct.comOur HostsLily Smith enjoys working as a consultant product manager with early-stage and growing startups and as a mentor to other product managers. She's currently Chief Product Officer at BBC Maestro, and has spent 13 years in the tech industry working with startups in the SaaS and mobile space. She's worked on a diverse range of products – leading the product teams through discovery, prototyping, testing and delivery. Lily also founded ProductTank Bristol and runs ProductCamp in Bristol and Bath.Randy Silver is a Leadership & Product Coach and Consultant. He gets teams unstuck, helping you to supercharge your results. Randy's held interim CPO and Leadership roles at scale-ups and SMEs, advised start-ups, and been Head of Product at HSBC and Sainsbury's. He participated in Silicon Valley Product Group's Coaching the Coaches forum, and speaks frequently at conferences and events. You can join one of communities he runs for CPOs (CPO Circles), Product Managers (Product In the {A}ether) and Product Coaches. He's the author of What Do We Do Now? A Product Manager's Guide to Strategy in the Time of COVID-19. A recovering music journalist and editor, Randy also launched Amazon's music stores in the US & UK.

Specialized's new Demo 11 downhill bike is a certified rocket ship. You don't need us to tell you that. Jordan Williams, Loic Bruni, and Finn Iles have proven the platform's abilities over the past three years of development and this year two World Cup DH wins have been nabbed aboard the production version. The problem may be that it's complex, heavy and priced much higher than other DH bikes. Specialized gave us the chance to ride the bike, and we took the opportunity to get all of your questions answered—no marketing BS. Vital editor, Jason Schroeder, chats with Nicco Deluca, Product Manager at Specialized. Enjoy!Watch the full 'First Ride' video - https://youtu.be/D6dVxVffoPA 

AgileDad & AI For Product Managers, Project Managers, and LeadershipThe real value of AI is not just that it helps us move faster. It is that it helps us slow down in the right places so we can move better in the places that matter most.That is the shift.AI should not just help us produce more. It should help us think more clearly before we produce anything at all.- [website] ⁠⁠⁠⁠⁠https://www.agiledad.com/⁠⁠⁠⁠⁠- [instagram] ⁠⁠⁠⁠⁠https://www.instagram.com/agile_coach/⁠⁠⁠⁠⁠- [facebook] ⁠⁠⁠⁠⁠https://www.facebook.com/RealAgileDad/⁠⁠⁠⁠⁠- [Linkedin] ⁠⁠⁠⁠⁠https://www.linkedin.com/in/leehenson/

Thomas and Meaghan sit down with Drew Magaha, Product Manager for Mizuno USA, to talk through his running history and what the brand has in store. The gang have been running in Mizuno shoes this year that are getting green lights across the board, so keep an eye out!

Lindsey Jayne is an independent product adviser and coach, and former chief product officer at the Financial Times. She began her career at the Government Digital Service, where she stumbled into product management by chasing someone down a corridor holding a MacBook that actually worked. What followed was 15 years moving through startups, scaleups, and ultimately one of Britain's most storied media institutions.Chapters00:00 — Introduction01:08 — Lindsey's origin story: from a broken government laptop to product management02:48 — Why product managers burn out: accountability without authority05:34 — Influencing stakeholders using discovery skills07:19 — What leaders can do to clear the way for their product teams08:44 — Stakeholder mapping: the influence and interest framework09:41 — Recognising burnout signals in your team at scale11:16 — Balancing passion and sustainability: when enthusiasm becomes a pattern14:16 — When to transition from individual contributor to product leader16:24 — Product reviews and cross-team knowledge sharing18:42 — How to communicate effectively with senior stakeholders20:40 — Career-defining advice: you don't have to die on every hill21:43 — Half your job is landing the product, not just building it22:25 — The most common mistake junior product managers make24:05 — How to tell your story after a difficult or toxic company exitOur HostsLily Smith enjoys working as a consultant product manager with early-stage and growing startups and as a mentor to other product managers. She's currently Chief Product Officer at BBC Maestro, and has spent 13 years in the tech industry working with startups in the SaaS and mobile space. She's worked on a diverse range of products – leading the product teams through discovery, prototyping, testing and delivery. Lily also founded ProductTank Bristol and runs ProductCamp in Bristol and Bath.Randy Silver is a Leadership & Product Coach and Consultant. He gets teams unstuck, helping you to supercharge your results. Randy's held interim CPO and Leadership roles at scale-ups and SMEs, advised start-ups, and been Head of Product at HSBC and Sainsbury's. He participated in Silicon Valley Product Group's Coaching the Coaches forum, and speaks frequently at conferences and events. You can join one of communities he runs for CPOs (CPO Circles), Product Managers (Product In the {A}ether) and Product Coaches. He's the author of What Do We Do Now? A Product Manager's Guide to Strategy in the Time of COVID-19. A recovering music journalist and editor, Randy also launched Amazon's music stores in the US & UK.

Growing your own machinists and orchestrating robots across four continents, is this what the future of manufacturing looks like? This live episode from Hapa's Brewing in the Bay Area features two panels of people who have built careers at the intersection of mechatronics, automation, and industrial innovation. First up, Vinod, Kevin, and Adam get into what it takes to build a skilled workforce from the ground up, talking about apprenticeships, college partnerships, and growing your own talent in-house. Then we get into the bigger picture with our founder panel Kim, Glenn, Nick, and Florian on what Silicon Valley gets wrong about manufacturing, and what manufacturers are missing by not paying closer attention to what's being built there. In this episode, find out: How Vinod bootstrapped an automation company in the Bay Area while raising a family and why his wife had something to do with it What Kevin learned from a 3-year German apprenticeship that he thinks more US manufacturers should be paying attention to How Adam solved his machinist shortage by bringing the training programme in-house and partnering with a local college How Kim thinks about leading companies through inflection points when there are no guardrails or safety nets Why Glenn believes manufacturers who aren't paying attention to what's being built around them won't even know when it's too late How Nick's B2C background completely changed the way he thinks about building software for frontline manufacturing workers Why Florian ignored his investors and opened a public-facing robotics storefront on the main street of Mountain View Enjoying the show? Please leave us a review here. Even one sentence helps. It's feedback from Manufacturing All-Stars like you that keeps us going! Tweetable Quotes: “You don't have that mechanical job anymore that's done by one person. You need support, whether it's software support or you need a robot at your side.” – Kevin Toomer, Product Manager at Sumitomo Drive Technologies “In automation, you don't need a master's or a PhD to be successful. Just getting creative and having that experience in mechanical engineering really helped me in my career.” – Vinod Anandarajah, Co-Founder and CEO at Kanavu Automation ”In Silicon Valley, we tend to love disruption because to us it represents something new and something better. But when you get on a manufacturing floor, they tend to want predictability.” - Kim Losey, Founder and CEO at NextLine Group Links & mentions: Kanavu Automation, bringing value to manufacturing clients via a strategic focus on machine automation and robotics MaintainX, empowering maintenance professionals to reduce unplanned equipment downtime and boost production capacity NextLine Group, architecting what is next in robotics engineering Sumitomo Drive Technologies, providing engineered solutions to industrial power transmission customers Beluga Navigation Systems, building deep tech navigation solutions for vehicle and vessel navigation InOrbit.AI, leading AI-powered robot orchestration platform, driving software-defined operations at scale Hapa's Brewing Company, craft brewery and taproom located in San Jose, CA Make sure to visit http://manufacturinghappyhour.com for detailed show notes and a full list of resources mentioned in this episode. Stay Innovative, Stay Thirsty.

We explore what may be the fastest-moving technological shift dentistry has faced in decades and why most practice owners are still underestimating how quickly the ground is moving beneath them. While many dentists are using ChatGPT to write emails, draft social posts, or answer quick questions, the conversation argues that's barely one percent of what's now possible. The discussion digs into the rise of agentic AI, autonomous systems that take action rather than simply generate responses. Blake and Shane break down how AI is moving past the chatbot stage and becoming a true operational partner, capable of running workflows, automations, data analysis, content creation, and the endless repetitive tasks that quietly eat hours inside a dental practice. They also tackle the practical side most people skip, like knowing which model to reach for, why connections and context matter more than clever prompting, and how to avoid drowning in half-baked projects. But they issue a clear warning. AI is not a shortcut around leadership, systems, or operational excellence. Dentists who lack clear workflows, documented SOPs, and defined outcomes will simply automate chaos. The practices that win won't be the most technically advanced. They'll be the ones with the cleanest systems, the strongest foundations, and the willingness to learn alongside a community of peers. Peter, Blake, and Shane also get honest about the loneliness many dentists carry as practice owners, the value of AI as a non-judgmental thinking partner, and why community matters more than ever during periods of rapid change. They share real examples of AI already saving hours every week, helping teams execute faster, and creating leverage that simply wasn't possible a few years ago. If you've been experimenting with AI but still feel like you're using a fraction of its potential, this one is for you. This episode leads into the first-of-its-kind AI workshop on Sunday, August 9th at The Phoenician, held on the heels of the Bulletproof Summit. DESCRIPTION The Bulletproof Dental Podcast Episode: 444 HOST: Dr. Peter Boulden GUESTS: Blake McClellan and Shane McElroy (All In Practice Growth) In this episode, Dr. Peter Boulden sits down with Blake and Shane to discuss the future of AI in dentistry and why the next wave of innovation is about far more than chatbots and content creation. They explore agentic AI, workflow automation, SOP development, practice efficiencies, and the role community plays in helping dentists stay ahead of rapid technological change. The conversation provides practical examples of how AI can create leverage inside a dental practice while highlighting the common mistakes many practice owners make when implementing new technology. Whether you're just getting started with AI or already experimenting with advanced tools, this episode offers a practical roadmap for understanding where the technology is headed and how to position your practice for the future. TAKEAWAYS AI is evolving far faster than most dentists realize Community accelerates learning and implementation Agentic AI goes beyond chatbots by taking action, not just generating responses SOPs and workflows are the foundation of successful AI adoption AI cannot replace clarity, leadership, or operational discipline The best use cases often involve saving time on repetitive tasks AI can help practices create leverage without sacrificing quality Dentists should focus on outcomes rather than chasing every new tool Workflow mapping makes automation significantly more effective AI can become a powerful thinking partner for practice owners The future belongs to practices that combine human connection with technological efficiency Small improvements compounded over time can create significant competitive advantages TIME STAMPS 00:00 Introduction & Why AI Matters Right Now 02:10 The Origin of the Dental AI Summit 03:31 Why Community Is the Key to AI Adoption 04:45 Partnering with Bulletproof to Bring AI to Dentistry 06:00 AI Is Evolving Hour by Hour 07:49 The Difference Between AI Curiosity and AI Implementation 08:45 From AI Novelties to Real Practice Applications 11:04 Creating Leverage Inside Your Practice 13:10 Why Most Dentists Don't Know Where to Start 14:13 Days in AI Equal Months Ahead 17:42 The Biggest Opportunity for Dental Practices 20:06 Real-World AI Use Cases in Dentistry 22:08 Chatbots vs. AI Agents 24:35 How to Choose the Right AI Tools 26:24 Common Mistakes Dentists Make With AI 30:15 Context, Data, and Better AI Results 34:52 Innovative AI Applications You Can Use Today 45:15 Why SOPs Matter More Than Prompts 47:18 Mapping Workflows Before Automation 50:27 Using AI as a Product Manager 51:26 The Lone Wolf Syndrome in Dentistry 53:25 AI as a Coach, Mentor, and Thinking Partner 56:44 Practical Steps for Embracing AI 01:00:42 The Future of AI in Dentistry 01:02:08 Preparing for the Dental AI Summit 01:05:00 Final Thoughts & Event Details   REFERENCES Dental AI Summit Claude AI Grok AI OpenClaw AI Bulletproof Practice Growth Summit

In this episode, Dave and Jamison answer these questions: My company follows scrum, with daily standups. We got a new scrum master. He is very formal and procedural and I struggle with our daily meetings. He goes through a long list of assigned tickets, asking each ticket owner about status and info on progress. We are all engineers with many years of experience but it feels like we are in the kindergarten. We don't have deep expertise about each others work. It is important to know what each of us is doing more or less, but going deep in these issues makes me disconnect, and I think these meetings are above all very good to signal blocking points and ask for help. A recitation of tickets and work being done is not their purpose. On top of that, most days it takes 25-30 mins to go through all the issues. Am I being difficult complaining about this? I tried to be polite when I raised the issue but I was told more or less that this way is better for the company. Is it common in the industry to go through dailys like this? Thanks a lot, guys, you do great work and I look forward to the SW/industry podcast that makes me laugh the most! Hi! Long-time listener here, I remember Jamison mentioning this podcast on JS Jabber and I've been listening ever since. Best part of my week! In my current organisation I have a tech lead role on a small, internal platform team. Our “customers” are mainly other engineers. Due to several re-orgs, I have over the years worked with a number of Product Managers and Engineering Managers who have all had one thing in common: they don't understand the technical domain we work in very well. You could say we have “Product Managers” who do not understand the “Product”. At the same time, these people are expected to interact with stakeholders, set the platform vision, manage the roadmap and backlog, prioritise risks, write documentation, do demos, etc. In the end, a lot of this work falls through to me. I do the work, but have also received negative feedback from my skip level that I need to do a better job keeping the product manager and engineering manager in the loop. I just got a new EM and am heading into our first expectations setting meeting. How can best express that my expectation is that the roadmap for a technical platform team should be managed by someone technical? Do you think product managers have a role on internal platform teams?