Podcasts about product managers

Join my ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠upcoming webinar⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ to be part of our communityVisit my ⁠⁠website⁠⁠ and also calculate your Free ⁠⁠⁠⁠⁠⁠⁠⁠Resume calculator⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠For FREE 100 AI Tools & 250 Magical prompts sheet please Click here to download FREE⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠

Jonathan Evens is a product lead at Google DeepMind, where he has spent more than a decade applying machine learning and AI across industries — from the smart grid at AutoGrid, to detecting roads and buildings from satellite imagery at Planet, to recommender systems, Google Search's AI Overviews and AI Mode, and now live avatars. He is also an advisor to the Evens Foundation, where he is building a "digital citizenry": a democracy sandbox that uses synthetic citizens to pre-test how the public might react to a policy before it is written.Jonathan returns to The Product Experience, where hosts Lily Smith and Randy Silver pick up the conversation they started at MTPcon London, to dig further into what actually separates an AI product manager from a product manager who simply uses AI tools, why product principles have to come before evaluations, and how synthetic users can help — and mislead — at very different scales of product.We discuss:1. Why "AI product manager" has become a near-meaningless label, and the two distinct roles hiding underneath it: the modelling product manager working on core model capabilities, and the AI feature product manager building AI-powered products2. Why using an LLM as a thinking partner or a coding assistant does not make someone an AI product manager — it makes them a product manager using AI tools, full stop3. How Google Search's North Star metrics have stayed constant even as the proxy metrics beneath them — side-by-side win rates, user ratings, RLHF signals — have had to be rebuilt from scratch4. Why product principles, not evaluations, are the real starting point for any AI feature, and how Google Search resolved the problem of trustworthy sources disagreeing on basic facts5. How Google Search builds trust into its AI Overviews through sourcing, citation placement and UX cues such as highlighting, so users can judge at a glance what to verify6. Where synthetic users genuinely help — cold-start problems, privacy-sensitive research, automated regression testing — and where they fall short7. Building the Evens Foundation's "digital citizenry", and the core technical problem behind it: AI-generated personas that are less diverse and more extreme than real people8. How team size and structure differ between a fully resourced lab like Google DeepMind and a resource-constrained non-profit team, and why Jonathan resists a single answer for the "right" team size9. How the product manager's job is shifting as engineers absorb more of the evaluation work themselves through prompting and iteration10. Jonathan's advice for product managers building AI features, and his case for following the Makers Manifesto Key takeaways"AI product manager" covers two distinct jobs. The modelling product manager defines and measures a model's core capabilities — factuality, reasoning, long context — and that role is concentrated almost entirely inside frontier labs. The AI feature product manager builds a product or feature on top of an existing model, and needs domain expertise and user empathy far more than technical depth. Conflating the two is why the title has become so diluted.Using an LLM to think faster or write code faster does not make someone an AI product manager. It makes them a product manager using AI as part of their toolkit — the same as any other knowledge worker. The distinction matters because it clarifies what skills are actually being tested.Product principles have to come before evaluations, not after. Before Jonathan starts building an eval set for a new product, he first asks what the product is meant to feel like and what values it should encode. Google Search's response to sources disagreeing on a monument's construction date, or to large language models hallucinating at scale, came from principles about trustworthiness established before any metric was built.Trust in an AI feature is built through sourcing and interface design as much as through the model itself. Google Search's AI Overviews are constrained to draw only from ranked, trustworthy documents rather than the model's own memory, and users are given UX signals — citation placement, highlighting — that let them judge at a glance how much to verify.Synthetic users add genuine value in cold-start scenarios, privacy-sensitive research and automated regression testing. Where they fall short is diversity: AI-generated personas tend to be less varied and more extreme than real people, which is the central technical problem behind the Evens Foundation's digital citizenry project.There is no fixed answer to the right team size. Jonathan sees a gradient, from a senior developer working entirely alone, up to the Evens Foundation's single product manager with AI-assisted development skills, up to a fully staffed Google team — with the deciding factor being how unsolved the underlying problem is, not company size.As engineers absorb more evaluation work themselves through prompting and iteration, roles are blending. What still sits with product management is the judgement calls that follow from product principles — deciding, for example, which technical trade-offs actually matter to the use case, rather than which are easiest to measure.Features links- Evens Foundation — https://evensfoundation.eu- Makers Manifesto — https://makersmanifesto.org- Google DeepMind — https://deepmind.google- AutoGrid — smart grid AI company where Jonathan began applying machine learning to industry- Planet — satellite imagery company where Jonathan worked on automated road and building detectionWe're refreshing The Product Experience and want your input. Take our two-minute survey and help shape where the show goes next! 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. 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.

O Itaú, maior banco da América Latina, está com vagas abertas para Analista de Produto, Product Manager e GPMs. Inscreva-se aqui: carreiras.itau.com.br/produtoA assinatura da Arena é o que você precisa para se manter atualizado na era da IA com workshops mão na massa, comunidade exclusiva, créditos para ferramentas de IA, Newsletter e Podcast. Assine aqui com R$100,00 OFFNeste episódio do Papo na Arena, fazemos um giro de notícias, começando pelo texto de Dario Amodei propondo desacelerar o desenvolvimento dos modelos de fronteira. Também comentamos o lançamento do iPhone 18 e do inédito iPhone Duo dobrável da Apple, além da tendência de empresas como Shopify, Notion e Linear migrando seus apps para desenvolvimento nativo.

Someone just told you AI made roadmaps obsolete... and they're about to sell you the replacement!Product Manager Brian and Enterprise Business Agility Leader Om put "the Last Roadmap" pitch next to the Agile Manifesto and find a 25-year-old argument wearing new labels. In reality, the roadmap that 'died' is really a Gantt chart; the 'durable convictions' your company will be sold on will be the same tired top-down contracts you are handed today; and the AI-native team is the 2001 agile team word-for-word that gets pushed-and-then-pulled everytime the numbers or deadlines slip. Listen or watch as Brian and Om discuss and debate:Why the roadmap that 'died' was a Gantt chart wearing a product badgeThe 'funeral funnel' behind the pitch: declare it dead, sell the fixWhy 'durable convictions' set without customer collaboration are contracts with extra stepsThe AI-native team pitch (aka. the Agile Manifesto's empowered team from 2001)Why AI can't fix your empowerment problemsThis podcast is for product managers working at real companies, managers trapped in the messy middle, and anyone whose 'roadmap' has dates, swim lanes, and/or looking for a man in finance.#AgileManifesto #ProductRoadmap #AIAgile Manifesto (2001), Marty Cagan, Henry Gantt, Jira, W. Edwards Deming, L. David Marquet, Kumar Dattatreyan, Dario Amodei (Anthropic), Arguing Agile 249 (Disagree and Commit), Arguing Agile 113 (Outcome vs Output Roadmaps)LINKSYouTube: https://www.youtube.com/@arguingagileSpotify: https://open.spotify.com/show/362QvYORmtZRKAeTAE57v3Apple: https://podcasts.apple.com/us/podcast/agile-podcast/id1568557596INTRO MUSICToronto Is My BeatBy Whitewolf (Source: https://ccmixter.org/files/whitewolf225/60181)CC BY 4.0 DEED (https://creativecommons.org/licenses/by/4.0/deed.en)

Wie günstig du Strom beziehst, hängt heute nicht mehr nur vom Anbieter ab, sondern immer öfter davon, wann du ihn verbrauchst. In dieser Folge spreche ich mit Paul Schieber, Product Manager im Flex-Team von Octopus Energy, über dynamische Stromtarife und alles, was dazugehört. Ich bin selbst seit einiger Zeit Kunde bei Octopus und habe erst kürzlich mein eigenes Smart Meter installieren lassen, deshalb steckt in diesem Gespräch auch einige eigene Erfahrung. Zuerst klären wir die Basis: Ohne Smart Meter kein dynamischer Tarif, und genau da hakt es in Deutschland gewaltig. Der Rollout liegt bundesweit erst bei 5,5 Prozent, während Länder wie Italien oder die Niederlande längst bei nahezu 100 Prozent stehen. Paul erklärt, warum mehr als 700 Netzbetreiber hierzulande das größte Nadelöhr sind und wie Octopus mit einem vereinfachten Modell namens Smart Meter Light versucht, den Prozess zu beschleunigen. Danach geht es praktisch: Wie lädt mein E-Auto eigentlich automatisch dann, wenn Strom gerade günstig ist? Paul nimmt mich mit durch die App-Logik von Octopus, erklärt, wie Ladezeiten und Netzlast zusammenhängen, und warum gerade Haushalte mit steuerbaren Großverbrauchern wie E-Auto, Wärmepumpe oder Batteriespeicher am meisten profitieren. Wer dagegen wenig Flexibilität im Alltag hat, für den lohnt sich ein dynamischer Tarif deutlich weniger, das räumt Paul offen ein. Ein Thema, das mich persönlich überrascht hat: kleine Batteriespeicher für die Steckdose, die ganz ohne Elektriker auskommen und speziell für Mietwohnungen gedacht sind. Wir sprechen auch über die Abschottung der Ladeschnittstellen durch Volkswagen und BMW und wie Octopus frühzeitig auf direkte Anbindungen gesetzt hat, um Kundinnen und Kunden vor Unterbrechungen zu schützen. Und wir schauen auf bidirektionales Laden: Was Batterietests wirklich über die Alterung von E-Auto-Akkus zeigen. Zum Schluss wagen wir einen Blick fünf Jahre nach vorn: Wo steht Deutschland dann im Vergleich zu Skandinavien, wo dynamische Tarife längst Standard sind? Und was bedeutet es, dass laut Paul noch immer ein Drittel aller Haushalte in der teuren Grundversorgung feststeckt? Ein Gespräch, das zeigt, wie eng Energiewende, Digitalisierung und ganz praktischer Alltag mittlerweile zusammenhängen, und warum es sich lohnt, den eigenen Stromtarif mal wieder genauer anzuschauen.

Kirsten Mann is a board director, product leader and, with this episode, a three-time guest on the podcast. Last time she was here, she was building Vizory, an AI tool that helps company directors get through board packs. This time she's back to explain why she isn't building it any more. Talking to Randy Silver, she walks through exiting Vizory, the friction tests she ran before writing a line of code, and why she now believes distribution, not the build, is where most AI products actually die.We're refreshing The Product Experience and want your input. Take our two-minute survey and help shape where the show goes next! Key takeawaysBefore writing a line of code, Mann tested for force rather than sentiment: she asked directors for two confidential board packs and an audio recording of themselves reviewing one, and only started building once 10 people agreed to do it. Coffee-shop enthusiasm is cheap; handing over a company's most sensitive document is not.Vizory's most-loved feature in demos, cross-pack search, was barely used once shipped. Directors said they wanted it and reacted strongly when they saw it, but in practice they went straight to an automated triage view instead — a clean case of stated preference diverging from revealed preference.Board software runs on quarterly, not weekly, cycles, and trust compounds slower than value does. Mann modelled two review cycles before directors would rely on the tool; in practice it took three, meaning some customers on quarterly boards needed close to a year before the value became obvious, a timeline no 30-day trial can accommodate.Pricing got caught in a double anchoring trap. Directors first benchmarked Vizory against the $20-a-month ChatGPT and Claude price point, so Mann positioned against the cost of a governance failure instead, then created a second anchor by pricing early pilots at $150 a seat against a $300 target, which made the later increase read as a 100% price rise.Cutting friction is the wrong instinct early on. Mann deliberately added friction, asking for sensitive documents and charging as early as possible, to separate real demand from polite interest, arguing that most founders run tests designed to confirm they're right rather than to find a reason to stop.Mann's main lesson for other founders is that distribution is now the product problem. AI has collapsed the cost of building software but done nothing to the cost of reaching people who trust you, which is why she pushed to add distribution, adoption and willingness to pay as a third discipline in the Makers' Manifesto, alongside building the right thing and building it right.Multi-model products carry a new operational risk. One of Vizory's AI "judges" silently stopped being selected because the underlying model had been deprecated overnight without warning, a reminder that model drift means the QA and evals work never really stops, however fast the initial build was.We're refreshing The Product Experience and want your input. Take our two-minute survey and help shape where the show goes next! 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. 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.

O Itaú, maior banco da América Latina, está com vagas abertas para Analista de Produto, Product Manager e GPMs. Inscreva-se aqui.Como a Inteligência Artificial muda o trabalho de design e Product Management sem sacrificar consistência, qualidade e confiança? Neste episódio, conversamos com Julia Pupolin, Head de Experiência e Design e superintendente no Itaú, sobre os aprendizados dela em uma temporada no Vale do Silício, alinhamento entre produto, design e tecnologia, governança com autonomia e o papel de protótipos, design systems e memória na construção da nova interface do banco com seus clientes.

Connecteurs, MCPs, system prompt skills, background tasks: on décrypte tout ces piliers afin d'exploiter les agents IA au mieux dans nos missions product. Un épisode concret qui je l'espère pourra vous accompagner dans la prise en main de ces nouveaux outils !

What's the one rule that matters most when AI writes most of your code? Emilie says it comes down to a single line: don't outsource your thinking.In this episode, Emilie Schario, co-founder of Kilo Code, unpacks what it actually means to lead in a world where AI can write most of your code. She explains why Kilo went all-in on being model agnostic, supporting over 500 models instead of betting on a single lab. Emilie shares her core rule for using AI responsibly: never outsource your thinking, especially when it comes to auth, billing, or security. She introduces a metric more companies should be tracking, spend per merged pull request, as a better signal of value than raw AI cost. Emilie also talks about the “killing problem” that comes with software becoming nearly free to ship, and why teams now discover product-market fit after shipping rather than before. She closes with how engineers are shifting from producers to reviewers, and what that means for anyone now managing a team of AI agents instead of just their own code.Key topics discussed:Why Kilo Code refuses to bet on a single AI modelThe one rule for not losing control to AI agentsA better way to measure AI spend: cost per merged PRWhy shipping software is nearly free, and why that's riskyHow AI-native teams find product-market fit after shippingWhy senior engineers adapt to AI agents the fastestBuilding a council of reviewers for high-risk code changesWhat the Anaconda acquisition means for Kilo CodeTimestamps:(00:00) Trailer & Intro(02:27) What Is Kilo Code All About?(03:31) How Do You Avoid Getting Overwhelmed by 500 Plus AI Models?(04:34) How Does a Multi-Platform Approach Benefit Developers?(07:19) How Does Kilo's Agent Harness Differ From Other Tools?(09:51) Why Will Model Choice Matter Less Over Time?(11:20) What Tools Help You Pick the Right Model for Each Task?(14:16) What Does the Anaconda Acquisition Mean for Kilo Code?(15:43) Why Should You Measure AI Spend Per Merged Pull Request?(18:54) How Do You Balance Speed and Control in AI Development?(20:28) Why Should Companies Treat AI as Operational Infrastructure?(23:31) How Do AI-Native Organizations Run Their Day-to-Day Workflows?(27:58) How Will High-Performing AI Organizations Differentiate Themselves in the Future?(30:11) What Is the “Killing Problem” Now That Shipping Software Is Free?(32:40) How Do You Shift to a Metrics-First Mindset?(34:24) How Is the Product Manager's Role Changing in AI-Native Teams?(37:06) How Do You Balance Rapid Feature Delivery With Product Quality?(41:48) How Is the Software Engineer's Role Evolving in the Age of AI?(43:57) What Is the Best Advice for Junior Engineers Entering an AI-Native World?(45:51) How Can Developers Handle the Cognitive Load of Code Reviews?(49:11) How Should Docs and Code Attribution Evolve With AI Agents?(53:06) How Can AI Improve Your Life Outside of Work?(55:04) 3 Tech Lead Wisdom_____Emilie Schario's BioEmilie is VP, Engineering at Anaconda and the former cofounder of Kilo (acquired by Anaconda), where she focuses on turning AI investment into real engineering output. She operates at the intersection of AI tooling, engineering org design, and the day-to-day realities of running high-performing teams, helping organizations translate innovation into measurable impact.Follow Emilie:LinkedIn – linkedin.com/in/emiliescharioPlaybooks and Priority newsletter – emilie.substack.comKilo Code – kilo.ai/Like this episode?Show notes & transcript: techleadjournal.dev/episodes/268.Follow @techleadjournal on LinkedIn and Instagram.Buy me a coffee or become a patron.

In dieser Bonusfolge von UX Heroes teilt Markus Pirker zwei Gespräche, die erst nach Stopp der Aufnahme entstanden sind: mit Katja Busch, Coaching und Trainerin, und mit Julius Wuhnsen, Digital Creative Director bei TOWA. Es geht um den Wert von UX-Arbeit für Stakeholder und AI User Testing.Wer ist zu hören?Katja Busch ist Coaching und Trainerin für UX-Kommunikation, Gast in Episode 75. Julius Wuhnsen ist Digital Creative Director bei TOWA, Gast in Episode 88 zum Thema Design Sprints in B2B-Projekten.Für wen ist diese Folge relevant?Für UX-Professionals, die den Wert ihrer Arbeit gegenüber Stakeholdern greifbar machen wollen, und für alle, die wissen wollen, wie AI User Testing zugänglicher macht.Wie man UX-Wert für Stakeholder greifbar machtKatja und Markus sprechen darüber, warum "You are not the user" nicht reicht, es braucht auch "You are not the business". Fachjargon wirkt professionell, kommt aber selten an. Testergebnisse überzeugen mehr als Meinungen, und der erste Entwurf muss nie perfekt sein.AI macht User Testing für alle zugänglichJulius und Markus sprechen über Design Sprints als Abkürzung im Projektablauf und über neue AI-Funktionen von Userbrain: den AI Task Creator, der aus einer kurzen Beschreibung automatisch ein Testszenario erstellt, und ein Experiment, das aus einem Figma-Design User Stories generiert.Timestamps(00:29) Intro: Worum es in dieser Bonusfolge geht (02:38) "You are not the user. You are not the business." (08:08) Warum jeder im Unternehmen testen können sollte (10:27) Warum der erste Entwurf nie perfekt sein muss (14:16) Was ein Design Sprint ist und wie TOWA ihn anpasst (17:37) Der AI Task Creator live gezeigt (20:14) Warum AI User Testing für jeden zugänglich sein muss (22:29) Eine A/B-Test-Anekdote aus dem PrivatlebenKatja Buschs LinksKatjas LinkedInJulius Wuhnsens LinksJulius LinkedInTOWA WebsiteÄhnliche FolgenE75: Katja Busch über Stakeholder-Kommunikation und den Wert von UXE88: TOWA Digital Creative Director Julius Wuhnsen über agiles Testing: Von der Idee zum PrototypE80: UX Heroes Host Markus Pirker und Podcast Managerin Kendra Caspari werfen einen Blick hinter die Kulissen von UX HeroesDanke fürs ZuhörenIch hoffe, ihr konntet aus dieser Folge von UX Heroes konkrete Ideen für bessere User Experiences mitnehmen. Wenn ihr auch die nächsten Episoden nicht verpassen wollt, abonniert UX Heroes auf Spotify, Apple Podcasts oder in eurer Lieblings-Podcast-App.Eine Bewertung oder 5-Sterne-Rezension hilft uns sehr dabei, noch mehr Menschen zu erreichen, die sich für UX Design, UX Research, Product Discovery und bessere digitale Produkte interessieren.Habt ihr Fragen, Feedback oder Themenvorschläge? Dann schreibt uns gerne an ⁠podcast@userbrain.com⁠. Ihr findet mich auch auf LinkedIn unter Markus Pirker.Bessere UX-Entscheidungen mit UserbrainUX Heroes ist ein Podcast von Userbrain. Mit Userbrain könnt ihr schnelle und unkomplizierte User Tests durchführen, um herauszufinden, wie echte Nutzer:innen eure Website, App, euren Prototypen oder eure Produktidee erleben.Dank KI-Unterstützung erstellt ihr euren User Test in wenigen Minuten. Erste Ergebnisse sind innerhalb weniger Stunden verfügbar, damit ihr schneller erkennt, wo Nutzer:innen Probleme haben, was sie verwirrt und welche Verbesserungen wirklich wichtig sind.Userbrain hilft UX-Teams, Product Manager:innen, Marketer:innen und Gründer:innen dabei, bessere Entscheidungen auf Basis von echtem Nutzerfeedback zu treffen.Kostenlos mit Userbrain startenProbiert Userbrain aus und startet euren ersten User Test: Geht auf ⁠userbrain.com/podcast⁠, erstellt einen kostenlosen Account und bekommt die ersten 2 Tester:innen im Wert von 90 € geschenkt.

In vielen Unternehmen kann man erleben, dass Menschen sich Product Owner nennen, obwohl ihr Team längst kein Scrum mehr lebt. Aber verdient ein Product Owner ohne Scrum überhaupt noch diesen Namen? Oder verliert der Titel dann seine Grundlage? In Trainings und Organisationen tauchen diese Fragen immer wieder auf. Die Rolle heißt dort dann oft weiterhin Product Owner, im Alltag bestimmt aber längst Kanban oder ein eigenes, vielleicht sogar informelles Vorgehen das Bild. Historisch wurde der Begriff Product Owner durch Scrum verbreitet und bekannt. Zusätzlich taucht er im Scaled Agile Framework auf, dort allerdings mit einer anderen Bedeutung als im ursprünglichen Scrum Guide. Verschwindet Scrum aus einer Organisation, bleibt die Bezeichnung trotzdem oft bestehen. Sie hat sich auch im deutschsprachigen Recruiting fest etabliert. Menschen suchen nach wie vor deutlich häufiger nach Product Owner als nach Product Manager. Der Rollenname überlebt also das Framework, aus dem er stammt. Wechselt ein Team beispielsweise zu Kanban, lässt sich die Rolle Product Owner meist einfach weiterführen. Kanban selbst lässt offen, wer Prioritäten setzt und Entscheidungen trifft. Schwieriger wird es, wenn mit Scrum auch die Rituale verschwinden. Dabei geben diese Rituale einer Person erst die Möglichkeit, Produktverantwortung wirklich wahrzunehmen. Ohne Sprint Review fehlt der regelmäßige Moment für Feedback und Kurskorrektur. Ohne Retrospektive fehlt der Raum für die Weiterentwicklung der eigenen Zusammenarbeit. Und ohne ein sauber priorisiertes Product Backlog tauchen schnell wieder Listen auf, in denen fast alles gleich wichtig erscheint. An genau diesen fehlenden Kadenzen zeigt sich, wie viel von der ursprünglichen Rollenidee verloren geht, sobald ein Product Owner ohne Scrum arbeiten muss und nichts Vergleichbares an dessen Stelle tritt. Zwischen Product Owner als Rollenbezeichnung und Product Ownership als eigentlicher Produktverantwortung liegt ein wichtiger Unterschied. Product Ownership beschreibt, wie viel Entscheidungsgewalt, Kundennähe und Gestaltungsspielraum ein Mensch oder ein ganzes Team für den Erfolg eines Produkts übernimmt. Das gilt unabhängig vom Framework und unabhängig vom Titel auf der Visitenkarte. Werkzeuge wie das Product Ownership Evolution Model oder eine klassische RACI Matrix machen diese Verantwortung sichtbar, statt sie stillschweigend vorauszusetzen. Wer offen mit Führungskräften und Stakeholdern klärt, wie viel Ownership das Unternehmen tatsächlich überträgt, gewinnt echte Klarheit. Das gilt ganz gleich, ob am Ende Scrum, Kanban oder gar kein Framework im Hintergrund steht. Fehlt diese Klarheit, ziehen sich viele Menschen in vertraute Muster zurück und aus ihnen werden reine Verwalter des Backlogs, obwohl der Titel eigentlich Gestaltung verspricht. Diese Lücke zwischen Erwartung und gelebter Rolle erzeugt bei Betroffenen häufig eine stille Unsicherheit. Besonders dann, wenn eine Organisation den Rollenwechsel nie bewusst und offen kommuniziert hat. Manche Unternehmen begegnen dieser Unschärfe mit einem neuen Namen, etwa Product Lead oder Head of Product. Ein neues Etikett allein schafft dabei aber noch keine Rollenklarheit. Solange niemand Entscheidungsbefugnisse, Erwartungen und den Zugang zu Kundinnen und Kunden ausdrücklich benennt, verändert sich wenig. Dominique und Tim geben eine Empfehlung an alle, die sich in genau dieser Situation wiederfinden: Die Frage nach dem passenden Titel tritt in den Hintergrund, sobald echte Klarheit über Entscheidungsrechte, Erwartungen und Handlungsspielräume entsteht. Wer als Product Owner ohne Scrum arbeitet, sollte diese Klarheit aktiv im eigenen Umfeld einfordern. Sonst bleibt oft nur die stille Anpassung an einen unpassenden Titel. Ob am Ende der Titel Product Owner bleibt oder eine andere Bezeichnung ihn ablöst, verliert dadurch spürbar an Bedeutung.

April Dunford is the positioning expert behind Obviously Awesome and a former repeat vice-president of marketing across seven venture-backed startups, most of which were acquired. Over the past decade she has advised roughly 300 B2B technology companies, all with sales teams, on how to position themselves against the competition. In this episode she joins hosts Lily Smith and Randy Silver to explain why so many companies are repositioning at once, how a strong point of view on the future underpins good positioning, and why the story a company tells about itself is a decision for product and sales, not just marketing.Key takeawaysPositioning is a company-wide decision, not a marketing exercise. Dunford's own experience repositioning a spreadsheet tool as an embeddable database shows how it reshapes pricing, sales motion and even the product roadmap, not just the words on a website.Major shifts such as the move to AI force widespread repositioning because customers no longer have a stable set of alternatives to judge value or price against, and both AI-native companies and traditional SaaS businesses are wrestling with where they now sit.Intercom's rebuild of its support product around Fin shows how staying anchored to the customer's underlying job, resolving a ticket, can guide a genuine AI-first redesign rather than a bolt-on feature.Companies need a clear, credible point of view on the future of their market, or customers facing genuine uncertainty will simply freeze and delay buying decisions.A compelling vision of the future has to flow from a company's real differentiated value, not be reverse-engineered to flatter its current position.Selling too far into a hyped future risks stalling deals, so the message needs a maturity model that shows customers a credible, low-risk path from where they are today to where the market is heading.Positioning should be revisited on a disciplined schedule rather than settled by whoever argues loudest in the room, and Dunford recommends a structured check every six months on competitors, differentiators and value themes.Customer advisory boards, quarterly executive account calls and a company's own sales team are the most reliable early-warning systems for shifts in budget, buying process and competitive threats, long before they show up as lost deals.Chapters(00:00) Introduction to April Dunford (01:53) The story behind Obviously Awesome (05:33) Positioning as a cross-functional decision (07:23) Why everyone is repositioning right now (09:32) Intercom, Fin and the AI-native rebuild (11:53) Building a point of view of the future (16:52) Is the vision genuine or self-serving (18:00) How to develop your point of view (22:13) Stack Overflow, Salesforce and staying silent (23:45) Hyping the future without stalling sales (27:01) When positioning needs to change (28:42) Running a regular positioning check-in (30:29) Customer advisory boards and voice of customer (34:47) Predicting change after covid and AI (37:20) 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.

Enlist E3® soybeans with Expance™ trait technology

How do you measure turbocharger blade clearance at extreme temperatures, embed strain sensors inside carbon-fiber components, or measure a race car's actual ride height directly against the track?In this technical EPARTRADE Race Industry Now webinar, Texys America explores advanced FBG (Fiber Bragg Grating) and capacitive sensing technologies that are opening new possibilities for motorsport data acquisition.Ben Hewitt, Commercial Engineer – Motorsport at Texys America, and Julien Chenaux, Product Manager with Fogale Sensors, explain how these technologies can be used for:• FBG strain and temperature measurement using optical fiber• Sensors embedded directly inside carbon-fiber structures• Multiple sensing points along a single optical fiber• Turbocharger Blade Tip Clearance (BTC) measurement• Blade Tip Timing (BTT) for vibration and resonance analysis• Capacitive sensing in temperatures up to 2,552°F• Direct race-car ride-height measurement against the track surface• Suspension travel and high-frequency vibration measurement• Brake disc wear and brake torque analysis• Shaft runout, eccentricity and rotating-component monitoring• Electric-motor rotor expansion• Liquid-hydrogen level measurement• Capacitive smart-skin technology for cockpits and driver monitoringHosted by noted NHRA crew chief Jim Oberhofer.For race engineers, data acquisition specialists, vehicle-dynamics engineers and anyone working in advanced motorsport development, this session offers a detailed look at sensing technologies capable of capturing measurements that are difficult—or impossible—to obtain with conventional sensors.Presented by ARP, Inc., PEAK, Fifth Third Bank Motorsports, Ferrea Racing Components, CTech Manufacturing, & Race-Fan.EPARTRADE — The Racing Industry. Every Minute. Every Day.#Motorsport #RaceEngineering #DataAcquisition #Sensors #MotorsportEngineering #FBG #FiberBraggGrating #RacingTechnology #VehicleDynamics #RaceTech #EPARTRADE

A strong drug diversion program shouldn't just help you investigate what already happened. It should help you identify risk earlier and give your team the information needed to act.In this episode of Drug Diversion Insights, Rick Couldry, Chief Pharmacy and Clinical Officer at Omnicell, and Jay Patel, Product Manager for Diversion Management, join us to explore how healthcare organizations can move from reactive diversion investigations toward a more proactive, connected approach to diversion management.Drug diversion programs generate enormous amounts of data, but data alone doesn't create visibility. The challenge is connecting information across medication workflows, identifying meaningful patterns, and turning those patterns into actionable insights.Rick and Jay discuss what changes when diversion management becomes part of a broader medication-management ecosystem rather than operating as another isolated point solution.In this episode, we discuss:Why healthcare drug diversion remains difficult to detect proactivelyHow connected medication data can strengthen diversion monitoringTurning diversion data into actionable insightsThe role of technology in supporting diversion investigations Why integration across medication-management workflows mattersOmnicell's approach to Diversion ManagementHow Diversion Management fits into Omnicell's broader medication-management strategyOmniSphere and the future of connected medication managementThe conversation also looks at OmniSphere, Omnicell's cloud-native platform, and what a more connected medication-management environment could mean for diversion teams.For healthcare organizations, the goal isn't simply to collect more data. It's to make that data more useful.Can connected systems provide the visibility needed to recognize potential diversion patterns sooner? Can analytics help teams focus limited investigative resources on the activity that matters most? And how can technology become part of a comprehensive diversion strategy that brings together people, processes, governance, and data?This episode is for pharmacy leaders, drug diversion specialists, medication safety professionals, compliance teams, nursing leaders, risk management professionals, healthcare executives, and health system technology leaders looking for ways to strengthen controlled substance oversight and move their diversion programs from reactive to proactive.Drug Diversion Insights is presented by Rxpert Solutions, bringing together healthcare leaders and industry experts to examine the challenges, strategies, and technologies shaping drug diversion prevention and medication safety.

In this episode of Component Connection, Abby Langenberg, SBCA's Director of Business Development & Member Engagement, sits down with Dario Schmidt, Product Manager at Stiles Machinery, to discuss the company's two innovations selected for the 2026 SBCA Innovation Grant. They explore how the pre-cutting sheathing cell and sealing tape applicator can increase automation, reduce labor demands and material waste, and support more efficient wall panel production. Dario also shares how the technologies are being adapted for the North American market and what attendees can expect to see from Stiles at BCMC 2026.

HTML and Markdown are back in the spotlight, and AI is a big reason why. In this episode of Sync Up, hosts Stephen Rice and Arvind Mishra sit down with Dorine Rassaian (OneDrive Sr. Product Manager) and Nicole Woon (SharePoint Sr. Product Manager) to explore how AI-generated content is driving renewed interest in HTML and Markdown files across Microsoft 365. Learn how organizations are using HTML dashboards, newsletters, reports, presentations, and interactive experiences generated with AI, and how OneDrive and SharePoint are evolving to make these files easier to view, edit, collaborate on, and share. The conversation covers: ✅ Why HTML and Markdown are experiencing a resurgence ✅ How AI tools like Copilot generate HTML and Markdown content ✅ New OneDrive experiences for HTML and Markdown files ✅ WYSIWYG editing, inline text editing, and anchor comments ✅ Human-to-agent collaboration and the future of AI-powered work ✅ HTML-powered SharePoint pages and intranet experiences ✅ Real-world examples, dashboards, presentations, newsletters, and more   Whether you're a developer, IT professional, SharePoint administrator, or simply curious about how AI is changing the way we create and communicate, this episode offers a look at the future of content creation in Microsoft 365. Guests

Julia Barham leads a CX acquisition team at Progressive Insurance and is the author of The Product Management Playbook, published by Rosenfeld Media in July 2026. She wrote it to close what she sees as a coaching gap in the profession: a decade of product transformations has produced far more people with the title than people who have been taught end-to-end craft. In this episode she makes the case for treating ambiguity as a condition of the job rather than a problem to be solved, and walks through the things that quietly break when a product starts to scale.Key takeawaysFrameworks come and go, but the questions endure. Julia structured her book around why something matters, who it is for, what needs building and when, because no methodology eliminates ambiguity, it only reduces it.Organisational ambiguity is the least discussed of the four ambiguities PMs face, and the one that separates individual contributors from leaders. Waiting for the perfect operating model, funding model or team shape is a way of not moving.If you have to be in every room to answer every question, you are scaling chaos. Durable artefacts, bug severity rubrics and self-service dashboards let the team make calls without you.Synthesis is where shared context gets built, and offloading it to an AI tool quietly removes the thing that made it valuable. Do it together, monthly, with the customer, platform and business data in the same room.Chasing growth before product market fit turns your economics upside down. Products commonly take two years to find fit, sometimes five, and retention is the strongest signal that you have it.Julia spent nine months fixing latency on an inherited platform because of shortcuts taken at launch. The cost was measured in millions of lost revenue, not just engineering time.Attaching a monetary value to technical debt is what turns a product manager from a stick in the mud into a steward of the business. Treat your product like a P&L whether you own one or not.A product at scale needs a portfolio, not a backlog: optimisation, strategic bets, capability work, and honest capacity set aside for run-the-business support.AI belongs in the toolkit, not in the chair. If you cannot call BS on the output, you do not know enough to be doing the job.Chapters(00:00) Don't scale chaos(01:01) Introducing Julia Barham(03:01) The coaching gap that prompted the book(03:57) Why the book is built around questions, not frameworks(06:06) Has product management ever been deterministic?(07:47) The four ambiguities every product manager faces(10:00) Does organisational ambiguity change with company size?(12:57) The 21 plays and how to use them(15:35) Getting your reps in across the product lifecycle(17:07) What breaks when products and teams scale(17:59) Mistake one: needing to be in every room(20:30) Building shared context across distributed teams(23:51) The ways of working exercise(24:19) Mistake two: chasing growth before product market fit(25:56) How to measure product market fit(27:16) Mistake three: scaling expensive problems(29:42) Putting a price on technical debt(31:54) When taking on debt is the right call(34:22) Naming the mode your product is in(35:09) Mistake four: running your product as a portfolio(37:39) The one problem Julia would make disappear(39:25) What AI changes, and what it does not(42:26) Wrap-upReferencedThe Product Management Playbook, Julia Barham, Rosenfeld Media: https://rosenfeldmedia.com/books/product-management-playbook/Use discount code MTP20 for 20% off at Rosenfeld MediaSample chapter: https://rosenfeldmedia.com/sample-chapter-the-product-management-playbook/Dan Olsen and the product market fit pyramid: https://dan-olsen.comTesting Business Ideas, David BlandProgressive Insurance: https://www.progressive.comPioneers, settlers and town planners, Simon Wardley: https://blog.gardeviance.org/2015/03/on-pioneers-settlers-town-planners-and.htmlOur 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.

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? Live your business the way you want to live with the BUSINESS BEATITUDES...The Bridge connecting sacrifice to success. YOU NEED THE BUSINESS BEATITUDES! TAP INTO YOUR INDUSTRIAL SOUL, RESERVE YOUR COPY NOW! BE BOLD. BE BRAVE. DARE GREATLY AND CHANGE THE WORLD. GET THE BUSINESS BEATITUDES! Reserve My Copy and My 25% Discount

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]

ADAS, or Advanced Driver Assistance Systems, calibrations have become a routine part of collision repair, but misconceptions about when they're required can lead to missed procedures, unnecessary work and added risk. In this episode, Isaac Aronson, Product Manager at OEC and a former automotive technician with nearly two decades of hands-on experience, shares why repairers shouldn't rely on a clean scan or past experience alone. He explains how current OEM repair procedures can help shops identify calibration requirements, improve repair planning and documentation and avoid costly surprises.

Send us your thoughts!Reservoir levels in southern Norway are at their lowest for 30 years raising concerns about power prices in the months ahead and the Nordic region's ability to balance domestic needs with exports to neighbouring markets.In this episode of Plugged In, we examine the state of Nordic hydropower, the outlook for reservoir refilling and what current weather patterns could mean for power markets in the months ahead. The discussion explores the role of interconnectors, changing power flows between countries and how weather uncertainty continues to shape market expectations.Looking beyond this winter, our guests also consider how the Nordic power system may evolve over the next five to ten years as demand rises, generation changes and the energy transition gathers pace.Host: Snjólfur Richard Sverrisson – Editor-in-Chief, Montel NewsGuests:Gert Ove Mollestad – Norway Editor, Montel NewsGro Klæboe – Product Manager, Mid- and Long-term Modelling, Volue Data & ForecastsSilje Eriksen Holmen – Head of Fundamentals and Hydrology, Volt PowerSigbjørn Seland – Chief Analyst, StormGeoEditor: Alexandra CarlonProducer: Alexandra Carlon#Nordics #PowerMarkets #Hydropower #EnergyTransition #ElectricityMarkets #Reservoirs #NordicPower #EnergySecurity #Montel #PluggedInPodcast

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 :

Tiama Hanson-Drury is CPTO at Opus 2, the legal technology company behind the systems that run some of the world's largest and most high-stakes litigation. She started her career in sales, moved into product in 2010 and has spent the last 16 years split roughly evenly between individual contributor and leadership roles. Her verdict on AI in product organisations is neither evangelism nor scepticism: the tooling has removed software as a bottleneck, but the markers of quality that mattered before AI have not changed, and teams that forget them end up shipping slop and burning out. In this episode, we discuss:Why a sales background is better preparation for product than an engineering one, and how to lead engineers without pretending to be an expertHow the promise of doing more with AI is producing overload and burnout, and what leaders owe their teams in responseWhy high AI adoption scores mean nothing if pull request sizes are ballooning and someone else has to review the outputThe three things Tiama looks for in her teams now: outcome focus over craft, curiosity, and a culture of sharing failure as readily as successWhy the right move is not to hand three of your seven steps to AI, but to start again from the outcome you wantHow Opus 2 went from shipping every six to 12 weeks to shipping daily, and why that made documentation and planning more important, not lessThe case for betting on humans in the loop when your customers explicitly prefer itWhy Opus 2 is still hiring juniors, and how to build commercial judgment when the groundwork can be skippedThe one situation where Tiama tells people to let AI write the first draft rather than the secondChapters(01:31) From sales to product(03:24) Why the move is less obvious than it sounds(04:34) Leading engineering without an engineering background(06:28) How outsider questions sharpen engineering teams(07:36) What AI has changed for a CPTO(08:16) Overload, burnout and the pressure to token max(10:32) Adoption scores versus quality signals(11:39) What AI adoption actually looks like inside law firms(12:42) Outcomes over output(14:07) How Opus 2 built its AI strategy(16:07) Removing friction from an AI rollout(16:53) Partnering with AI instead of splitting up the steps(18:08) A message from Mike Belsito(19:40) Three things AI asks of a team(21:47) More agency, and why planning matters more(23:51) Scaling a team on conflicting evidence(26:09) Betting on humans in the loop(27:36) Why Opus 2 keeps hiring juniors(29:44) Building judgment when the work moves faster(32:36) Sharing your own AI operating system(33:22) AI slop, CVs and the hiring algorithm(36:17) Top tips for a product career in the age of AI(38:36) Wrap-upReferencedOpus 2: https://www.opus2.comOpus 2 announces addition of Tiama Hanson-Drury as chief product and technology officer: https://www.opus2.com/news/opus-2-announces-cpto-tiama-hanson-drury/Minna Technologies, where Tiama was previously chief product officer: https://minnatechnologies.comDX, the developer intelligence platform used to track squad performance: https://getdx.comDORA metrics: https://dora.devVote for Mike Belsito's South by Southwest 2027 session: https://tinyurl.com/belsitosxswWhere to find Tiama Hanson-DruryLinkedIn: https://www.linkedin.com/in/tiamahansondruryOur 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.

Как найти работу в США в 2026 году и получить оффер в BigTech? Реальная история поиска работы Product Manager в Америке: 50 точечных откликов, 4 месяца, десятки собеседований, отказы от Uber, Stripe и Airbnb и оффер Senior Product Manager в Lyft.Мой гость - Евгений Голубицкий (Evgeny Golubitskiy), Senior Product Manager в Lyft, ex-Amazon. Прошел путь от переезда в США по визе F1 и MBA в Бостоне до 5 лет в Amazon и перехода в Lyft. Честно рассказывает, как устроен рынок труда в США и что реально работает при поиске работы в Америке.Полезно всем, кто ищет работу в США, готовится к собеседованиям в FAANG и BigTech, планирует релокацию в Америку или строит карьеру Product Manager в IT.Гость: Евгений Голубицкий (Evgeny Golubitskiy)LinkedIn: https://www.linkedin.com/in/egolubitskiyМатериалы из видеоCommunity for mock interviews: https://www.lewis-lin.com/posts/pm-interview-practice/Промпт для аналитики для мок-интервью: https://docs.google.com/document/d/1jCZcY2Sc8y7aVOucvPGgTmUMs84ay5bo_p3uO64g_qQ/edit?usp=sharingПлатформа для поиска менторов (Shobhit Chugh): https://www.intentionalproductmanager.com/Записаться на карьерную консультацию (резюме, LinkedIn, карьерная стратегия, поиск работы в США): https://annanaumova.comЗакрытый клуб для тех, кто строит карьеру в американском IT. Инсайды рекрутинга изнутри, разборы кейсов и честные ответы на вопросы. Вступить в клуб: https://t.me/prodcast_career_botТелеграм: https://t.me/prodcastUSAИнстаграм: https://www.instagram.com/prodcast.usТикТок: https://www.tiktok.com/@us.jobТаймкоды00:00 - Главное в выпуске01:44 - Знакомство с Евгением Голубицким из Lyft07:55 - Реальная статистика поиска работы: 4 месяца и 4 оффера09:17 - Почему качественные отклики важнее тысячи Easy Apply11:43 - Как нетворкинг превращает знакомства в интервью12:36 - Почему Easy Apply создает иллюзию поиска работы14:11 - С чего начинать поиск: понять, чего вы хотите15:44 - Как подготовить 3-5 историй для интервью18:20 - Как тренировать интервью на мок-сессиях19:19 - Product Sense: что спрашивают на собеседованиях20:22 - Главная ошибка в Product Sense-интервью22:32 - Product Analytics: как показывать стратегическое мышление25:41 - Зачем Product Manager нужен сильный фреймворк27:19 - Почему Евгений ушел из Amazon29:25 - Четыре цикла увольнений и борьба за повышение31:20 - Как правильно строить резюме перед поиском32:43 - Как адаптировать резюме под вакансию с помощью AI35:19 - Мифы о резюме: одна страница и обязательные цифры36:42 - Как использовать AI для подготовки к интервью40:22 - Почему отказывают на финальных этапах44:35 - Главные причины отказов и как их разбирать51:35 - Как построить нетворкинг до появления вакансии54:48 - Как Евгений получил оффер в Lyft57:47 - Как уйти с работы через две недели ради лучшего оффера59:48 - Где чаще всего проваливаются на интервью01:03:26 - Ошибка на Product Sense: решение без понимания клиента01:05:44 - Как действовать после гостинга рекрутера01:06:04 - Как правильно настроиться на долгий поиск работы01:16:45 - В чем главный секрет карьерного успеха01:20:11 - Как найти дело, которое действительно нравится01:22:20 - Что делать тем, кто сейчас ищет работу

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

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.

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.

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..

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? Live your business the way you want to live with the BUSINESS BEATITUDES...The Bridge connecting sacrifice to success. YOU NEED THE BUSINESS BEATITUDES! TAP INTO YOUR INDUSTRIAL SOUL, RESERVE YOUR COPY NOW! BE BOLD. BE BRAVE. DARE GREATLY AND CHANGE THE WORLD. GET THE BUSINESS BEATITUDES! Reserve My Copy and My 25% Discount

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