Product Mastery Now for Product Managers, Leaders, and Innovators 543: Product leadership in complex tech companies – with Adam Feinstein
A product manager’s journey to Product VP
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TLDR
In this episode, I talk with Adam Feinstein, Vice President of Product at AppFolio, about what makes a great product leader in technology organizations. Adam shares his journey from electrical engineering in semiconductors to leading product teams in software, discussing the transitions, challenges, and valuable lessons he’s learned along the way. We explore topics like transitioning between industries, moving from individual contributor to leader, the importance of people problems over technical ones, business acumen, collaborating across functions, the value of mentors and coaching, and Adam’s strategies for staying organized and effective as a VP of Product.
Introduction
What distinguishes great product leaders in complex technology companies, and how do you become a great product leader? Is it technical knowledge, business acumen, or something else entirely? In this discussion, we’ll examine product leadership in tech organizations.
Our guest is Adam Feinstein. We met at a product leadership group Rich Mironov organized to help product leaders excel. Adam is Vice President of Product at AppFolio. He has navigated the challenging journey from individual contributor to executive leadership, including switching from the hardware industry to software. AppFolio is transforming property management through innovative cloud-based solutions.
Whether you’re an aspiring product manager wondering about your career trajectory or a seasoned leader facing complex challenges, Adam’s candid insights on successes and trials will be helpful.
Summary of Concepts Discussed for Product Managers
- Adam Feinstein’s Career Path:
- Transitioned from semiconductor physics to software product management.
- Valued curiosity and willingness to learn over static domain knowledge.
- Took a step back in job title to move into software, which paid off in the long run.
- Key Product Leadership Transitions:
- Moving from individual contributor to group product manager was a significant growth point, emphasizing hiring, networking, and giving away ideas.
- Director and VP roles require more focus on people and cross-organizational collaboration.
- Learned the mantra: “Every problem is a people problem.”
- Importance of Business Acumen:
- Early exposure to business fundamentals (P&L, costing, pricing) was important.
- Understanding the business “money story” and being able to speak the language of business helped in senior roles.
- Collaboration and Communication:
- “Slow is smooth, smooth is fast” – taking time to align stakeholders leads to better and faster outcomes.
- Effective communication and ensuring others truly understand intentions and strategy is vital.
- Coaching, Mentorship, and Growth:
- Adam benefited from a variety of mentors, each teaching a different skill (business, marketing, strategy).
- Personal coaches were instrumental, especially in creating frameworks and honing people skills.
- Role of a VP of Product:
- A typical month is focused on clear priorities, impactful writing, coaching, product reviews, and cross-functional advocacy.
- Leverages AI tools like ChatGPT and Claude for clarity and efficiency in writing.
- Notes the reality of long hours and the need to balance family commitments.
- Challenges in Product Leadership:
- VP roles require balancing multiple priorities, not just optimizing for one goal.
- Clarity, focus in communication, and creative problem-solving are critical.
- Training and Continuous Learning:
- Foundational product management courses and ongoing coaching have been vital.
- Most recent coaching is focused more on human psychology and interpersonal dynamics rather than just product methods.
Useful Links
Innovation Quote
“Slow is smooth. Smooth is fast.” – Adam Feinstein
Application Questions
- How does the perspective that “every problem is a people problem” shift the way you think about solving organizational or product challenges?
- When communicating with your team or cross-functional teams, what are some practical tactics to ensure your message is both clear and empathetic?
- What role have mentors or coaches played in your growth as a product professional, and how did you find or select them?
- If you don’t have a mentor, how could you find one? Or how could you be a mentor to someone else?
- How do you balance personal life with demanding leadership roles, and what boundaries or strategies have worked for you?
Bio
Adam Feinstein is the Vice President of Product Management at AppFolio, where he leads the Resident Industry Segment, a business dedicated to creating a modern, connected experience for renters—from application through move-out—and helping property managers deliver exceptional service throughout the resident journey.
Since March 2025, Adam has embraced this new strategic focus, after previously leading product management for AppFolio’s Guard, Payments, and Screening businesses (GPS). In his current role, he is responsible for driving product strategy, innovation, and growth in one of the company’s most dynamic and strategic areas.
Adam joined AppFolio in 2019 and has played a key role in scaling multiple lines of business through a blend of customer empathy, operational rigor, and cross-functional leadership. Before finding his home in proptech, Adam spent the early part of his career in semiconductor equipment manufacturing.