This site uses cookies to improve your experience. To help us insure we adhere to various privacy regulations, please select your country/region of residence. If you do not select a country, we will assume you are from the United States. Select your Cookie Settings or view our Privacy Policy and Terms of Use.
Cookie Settings
Cookies and similar technologies are used on this website for proper function of the website, for tracking performance analytics and for marketing purposes. We and some of our third-party providers may use cookie data for various purposes. Please review the cookie settings below and choose your preference.
Used for the proper function of the website
Used for monitoring website traffic and interactions
Cookie Settings
Cookies and similar technologies are used on this website for proper function of the website, for tracking performance analytics and for marketing purposes. We and some of our third-party providers may use cookie data for various purposes. Please review the cookie settings below and choose your preference.
Strictly Necessary: Used for the proper function of the website
Performance/Analytics: Used for monitoring website traffic and interactions
This is a problem I see not just with tech entrepreneurs but also on a regular basis with product managers at the B2B companies we work with at SiriusDecisions. If I had to make a blanket statement, it’s that most founders and product managers don’t listen enough to customers or iterate enough based on customer feedback.
He is now the founder of Breakthrough Ventures , providing FractionalProduct Management and ProductMarketing Services to software companies. He is now teaching Product Management courses to undergraduate students at Providence College, a role he greatly enjoys combining with his fractional CPO responsibilities.
They don’t value experience running product management teams , instead overweighting narrow technical or market segment familiarity. First, I observe that product titles and roles vary wildly across companies: there’s no consistency even within a segment. And many executives have never seen good product management. . <rant>
Bare metal startups don’t have a product management team, just as they don’t have a sales/marketing organization or support group or a business analytics squad. A not-yet-generating-repeatable-revenue company of 6 people might have one architect/CTO, one designer, three other developers, and a CEO.
They also manage finances and supervise one or more engineering teams. Product Manager : In charge of creating product strategy and overseeing the design process, among other things. Time to Market for New Products : Also known as velocity, this metric measures the CTO’s effectiveness and speed in rolling new products /features.
He spent the past decade as a VC and product leader helping world-class companies like Faire, Quizlet, and Ibotta accelerate their growth. Source: “How Superhuman Built an Engine to Find ProductMarket Fit” 2. A massive thank-you to Phil for doing the work to put a piece like this together.
There are three main reasons for this: First, even though I personally spend a good deal of my time writing and coaching and teaching about product management, there’s little question that there remains considerable confusion about this role. Now, more than a decade later, I’d like to revisit this topic.
We organize all of the trending information in your field so you don't have to. Join 96,000+ users and stay up to date on the latest articles your peers are reading.
You know about us, now we want to get to know you!
Let's personalize your content
Let's get even more personalized
We recognize your account from another site in our network, please click 'Send Email' below to continue with verifying your account and setting a password.
Let's personalize your content