Antonia Landi is a freelance Product Operations consultant and coach who fell into Product Operations thanks to LinkedIn recommending a strange new job title to her, and thinking "that's me!". She's now a passionate advocate for the value that Product Operations can bring to organisations and has co-authored the Product Operations Manifesto to help frame it with product teams and company leadership. A message from this episode's sponsor - One Knight Consulting This episode is sponsored by One Knight Consulting. Yes, yes, that's me. As you probably know, I've moved into freelance coaching and consulting for B2B product companies. I want to help your company, your team and your... well, you, get better at product management. If you want to chat to me about what I can do for you, why not head over to book a call with me and we can discuss your needs and how I can help.   Episode highlights:   1. Product Ops is about achieving product excellence at an organisational level It's difficult to pin down as problems are different in every company. Maybe it's data analysis, organising processes or building communities of practice. You're there to remove blockers to being product-led. 2. You might not need a Product Ops team... yet Many Product Ops tasks already existed before Product Ops. How much you need a dedicated team depends on how much pain are you willing to tolerate. What's slipping through the cracks? Product Ops helps you scale sustainably. 3. Product Ops is not the revenge of project managers & "process people" There are some crossovers with agile coaching, project & programme management but we should also reclaim the word "process"… process isn’t always bad - it just needs to serve you, not the other way around. 4. The Product Ops manifesto was necessary to give people something to rally behind There’s so much ambiguity & a need to move past the "what is it" question. They came up with a document to help product teams to understand the parameters (and prerequisites) of the function. 5. About those prerequisites... The most important is the ability to affect change - without this, Product Ops people just become process people or team assistants. On the other hand, these prerequisites are 100% valid for just generally being a good product company. Check out the Product Operations Manifesto "Product Operations empowers product organizations to collectively, effectively and efficiently drive the most meaningful outcomes for customers" Check out the Product Operations Manifesto and feel free to add your name to the list! Contact Antonia You can connect with Antonia on LinkedIn.

Leah Tharin is a product leader, content creator, advisor and startup founder. Leah is now reinventing weather forecasting with Jua and is a well-known advocate for product-led growth. We went deep into her content creation process, how to work out if product-led growth is for you, and some of the steps you might take to get started. A message from this episode's sponsor - My Mentor Path This episode is sponsored by My Mentor Path. I'm a passionate advocate for mentoring and believe it to be one of the highest-leverage activities you can undertake to get ahead in your career. I try to do my part but am but one man, so I helped set up this FREE mentoring community to try to help out at scale. Sign up now as a mentor, a mentee, or both! Episode highlights:   1. Product-Led Growth is all about "Show, don't Tell" It's not necessarily a free trial/freemium, but it's more important than ever to let people understand the value they're getting from your product rather than hiding behind (possibly auto-generated!) marketing content. 2. Product-led growth does not replace sales-led growth PLG just addresses a different segment in a better way than sales-led. For bigger deals, you still need a sales team, but product-led sales mean getting better quality leads by demonstrating the value upfront. 3. Product-led growth might not be for you... yet There are some segments where PLG might not make sense. If people don't know they have the problem you solve, if they won't proactively search you out or recommend you or if your solution is super-innovative, maybe try PLG later. 4. Ignore the "product" word - this is a company initiative The product management team doesn't own PLG. The whole organisation needs to align around what "success" looks like for a customer and optimise all incentives towards achieving that. 5. You need to objectively measure team success People can't just rely on "product sense" to tell if they're being successful with PLG. Product organisations need to have good quantitative data & measure product satisfaction. Data should be tracked per team, not per user. Contact Leah You can connect with Leah on LinkedIn, on Twitter, or check out all of her lovely content on Leah’s ProducTea.

Ed Biden is a product leader and passionate educator who has recently set up Hustle Badger, a product management education resource centre. When he was the CPO at FutureLearn, he helped to prove a new business model and he did it... quickly. I spoke to Ed about some of the principles he lives by when trying to accelerate product initiatives and deliver value faster. A message from this episode's sponsor - My Mentor Path This episode is sponsored by My Mentor Path. I'm a passionate advocate for mentoring and believe it to be one of the highest-leverage activities you can undertake to get ahead in your career. I try to do my part but am but one man, so I helped set up this FREE mentoring community to try to help out at scale. Sign up now as a mentor, a mentee, or both! Episode highlights:   1. Executing fast means delivering more impact The faster you're shipping, the more you're learning, and the faster you're going to understand what you should be doing. It's better to embrace inevitable uncertainty, get something out in the world and see how people react to it. 2. "Fast" is relative - you need to be as fast as you need Not everyone needs to deploy 1,000 times a day. What fast means for you depends on your customers and their appetite for change, alongside internal factors that might impact it. Find the right fast for you. 3. Speed is always about trade-offs You can't just go faster by ordering people to work faster - it's not sustainable. You need to work out what levers you can pull, what shortcuts are acceptable, and what's in and out of scope. You need to be willing to trade to get speed. 4. Radical transparency can help get away from "Go faster" execs CEOs and business leaders often complain about speed and wish everything could be faster. It's important to be transparent with them, let them know the trade-offs & give them a stake in the decision so they buy in. 5. Watch where you spend your time Often, teams spend a large proportion of their time on BAU and fighting fires. Keep track of this, because if you're spending 50% of your time not executing your strategy you're not going as fast as you can (and the results will reflect this). Contact Ed You can connect with Ed on LinkedIn, or check out Hustle Badger.

And now for something a little different. I recently purchased a ChatGPT pro license and got access to ChatGPT 4, the groundbreaking new model from OpenAI. Social media is on fire at the moment, with people talking about all the cool stuff it can do. So, I thought "who better to speak to about AI Product Management"? A few hours later, and here's the result; the full One Knight in Product experience, a wide-ranging discussion with some terrible jokes from both sides thrown in for good measure. A message from this episode's sponsor - Skiplevel This episode is sponsored by Skiplevel. Do you struggle with communicating with dev teams and understanding technical terminology and concepts? On episode 98, I hosted Irene Yu, founder of Skiplevel, an on-demand training program that helps professionals and teams become more technical in just 5 weeks... All without learning to code. Learn the knowledge and skills you need to better communicate with devs and become more confident in your day-to-day role with the Skiplevel program. You can use referral code OKIP to support this podcast! Episode highlights:   1. It's natural to be concerned about AI taking over the world We've all seen the movies, the books and the horror stories. But there's also an incredible opportunity to change the world for the better. We need to be vigilant, and confront the concerns head-on. 2. Product Managers can benefit from putting AI in their products But don't just go in blindly - you need to assess that adding AI capabilities to your product actually solves a real problem and isn't just cool tech. In short, you need to be a product manager! 3. You don't need to be a data scientist to be an "AI Product Manager" Having technical skills and being capable of understanding AI on a high level is helpful, but only to help you have good conversations with your colleagues. As a PM, your job remains to manage the product! 4. It can be hard to persuade traditional industries to use AI solutions Not everyone is cutting edge and there can be barriers to adoption. There are multiple ways to prove the solution and integrate gradually to show the benefits and remove the fear of change. 5. Explainability of AI is crucial AI is often seen as a black box, but there are ways to help explain what it's doing and justify its decisions. This is especially important when considering the impact of bias, and ensuring an ethical solution. Check out ChatGPT You can chat to ChatGPT on the ChatGPT website or visit the Open AI website.

Luke Hohmann is a startup founder, consultant, SAFe framework contributor and co-author of the upcoming book "Software Value Streams". Luke wants to help agile teams connect their own value delivery with profit, the value that the leadership team really cares about, and set up whole organisations for success. We chatted about some themes from the book, with a gentle detour into Scaled Agile territory for good measure. A message from this episode's sponsor - Skiplevel This episode is sponsored by Skiplevel. Do you struggle with communicating with dev teams and understanding technical terminology and concepts? On episode 98, I hosted Irene Yu, founder of Skiplevel, an on-demand training program that helps professionals and teams become more technical in just 5 weeks... All without learning to code. Learn the knowledge and skills you need to better communicate with devs and become more confident in your day-to-day role with the Skiplevel program. You can use referral code OKIP to support this podcast! Episode highlights: 1. A software profit stream is the necessary evolution of a value stream Agile folk talk about value all the time but how does that map to company priorities? There are structures & systems we need to use to turn "value" into profit & meet the company’s financial goals. 2. Most books about pricing & licensing are old school and written for boomers - few of them cover software Pricing is not a number, it’s a system, and it's a team sport. Your software solution's pricing & packaging should evolve over the product lifecycle. 3. Value is a set of relationships between nodes that impact each other Value doesn’t occur in isolation; consider the system. if you’re building a solution to improve thing A in a positive way, but it negatively impacts thing B then the solution is intrinsically less valuable 4. Customers don’t care about your profits... ... but they do care about your ability to sustainably serve them a solution they need. But, beware! It’s possible to build too much quality and provide more than your customers are prepared to pay for. 5. Product management is an infinite game We play games for leisure until they’re boring. At work, we serve our customers until it’s boring to the business. If we play the game well we don’t win the game, we simply win the right to play again. Coming soon! Buy "Software Profit Streams" "Profit is your key to survival. Without profit, you cannot maintain or grow your business. Without profit, you cannot serve your customers or provide benefits to your employees. Without profit, investors have no reason to invest. Without profit, the goals of the business are unattainable. In Software Profit Streams, serial entrepreneurs Jason Tanner and Luke Hohmann unveil the essential tools and processes for creating profitable software-enabled solutions that have long-term impact." Book link coming soon! Check out Luke's article on startup SAFe Not convinced by SAFe in startups? Luke wants you to think again. Check the article out here. Contact Luke You can catch up with Luke on his website. You can also connect with him on LinkedIn.

Bethan Vincent is an experienced marketer who has worked with a variety of firms in B2B SaaS and B2B Services and has now started marketing agency Open Velocity. Bethan believes in good competitor analysis and how we might get ahead of our competition by going out and finding out what's going on. We spoke about the joys of fractional marketing leadership, and some of the ways to get competitive analysis done. A message from this episode's sponsor - Skiplevel This episode is sponsored by Skiplevel. Do you struggle with communicating with dev teams and understanding technical terminology and concepts? On episode 98, I hosted Irene Yu, founder of Skiplevel, an on-demand training program that helps professionals and teams become more technical in just 5 weeks... All without learning to code. Learn the knowledge and skills you need to better communicate with devs and become more confident in your day-to-day role with the Skiplevel program. You can use referral code OKIP to support this podcast! Episode highlights: 1. Competitor Analysis is a simple concept, but doing it is hard Your competitors are out there and, in many cases, there'll be interesting stuff on their websites but you need to use a variety of techniques to really get to the bottom of what they're doing. 2. You need to know your own target market & positioning before evaluating others It may be Marketing 101, but it's important to understand the space you're playing in, the audience you're going after & who your direct & indirect competitors are before doing competitor research 3. It's important to have a hypothesis you want to test for your competitors There are many tools and approaches you can use, but you need to know what question you're trying to answer. Just finding interesting "stuff" is... interesting, but maybe not particularly useful. 4. Just because a competitor is doing something doesn't mean they're being rational Be aware of what competitors are up to, but blindly copying them is not a good strategy. You need to be in charge of your own destiny, be a leader and do things others can't replicate. 5. Product management should be considered a subset of marketing 🔥 "Product" is one of the many "Ps" in marketing. Product managers should care about packaging, positioning, pricing, promotions and all the rest. It's not just about what you build or how you build it. Contact Bethan You can catch up with Bethan on LinkedIn or Twitter as well as apparently TikTok if you're into that sort of thing. Make sure to check out Open Velocity too.

Eisha Armstrong is a company founder, digital transformation consultant and author of 2021's "Productize", a book that aims to help service-based companies move away from scaling via people and embrace repeatable product revenue. We spoke about some themes from the book, as well as the fear that stops companies from transforming. A message from this episode's sponsor - Skiplevel This episode is sponsored by Skiplevel. Do you struggle with communicating with dev teams and understanding technical terminology and concepts? On episode 98, I hosted Irene Yu, founder of Skiplevel, an on-demand training program that helps professionals and teams become more technical in just 5 weeks... All without learning to code. Learn the knowledge and skills you need to better communicate with devs and become more confident in your day-to-day role with the Skiplevel program. You can use referral code OKIP to support this podcast! Episode highlights: 1. Digital transformation gets you away from "arms and legs" There's nothing wrong with being a service company, but there are very attractive reasons to productise. Growth, higher margins, higher exit value and getting away from having to add headcount. 2. The three biggest barriers to transformation are fear, fear and fear It's natural for leaders and employees to feel fear of the unknown or of change. But fear is the enemy of growth. Yes, things could go wrong, but think of what could go right! 3. Transformation should be a full-time job Productisation has to be done right... it can't be an afterthought. The company needs to devote people and financial support to the effort otherwise it will inevitably fail and you might as well not start. 4. "The more narrow the niche is, the greater the riches" Service companies can make good money selling to all comers, but product companies necessarily need to niche down. The company likely doesn't have a strong history in ICPs & segmentation but it needs to develop those skills. 5. Productisation is awesome, but life is in the grey Plenty of companies offer a product/services mix and there is nothing wrong with this. What matters is that you productise thoughtfully & disrupt yourself before getting disrupted by someone else. You need to want to change. Buy "Productize" "More and more traditional professional services firms are turning to "productization" as a strategy to grow, improve valuations, and to fend off new digital-first competitors. However, many of them will fail and waste a lot of money in the process. Productize first outlines the "Seven Deadly Productization Mistakes" made when pursuing a product strategy, then provides the blueprint for overcoming each of these missteps. It is designed to be a practical playbook for any leader of a professional services business who wants to successfully accelerate growth." Check it out on Amazon. You can also check out the book website Contact Eisha You can catch up with Eisha on LinkedIn.

Dani Grant is a former product manager turned VC who decided to go back to building products and setting up her own company, Jam. Jam aims to take the pain away from bug reporting, and to deliver Dani's dream of shipping awesome software fast. We spoke about the story behind her company, as well as some hints & tips from her time working with early-stage startups as a VC. A message from this episode's sponsor - Skiplevel This episode is sponsored by Skiplevel. Do you struggle with communicating with dev teams and understanding technical terminology and concepts? On episode 98, I hosted Irene Yu, founder of Skiplevel, an on-demand training program that helps professionals and teams become more technical in just 5 weeks... All without learning to code. Learn the knowledge and skills you need to better communicate with devs and become more confident in your day-to-day role with the Skiplevel program. You can use referral code OKIP to support this podcast! Episode highlights: Starting a company is a big adventure Dani went from PM to VC but felt the call of entrepreneurship irresistible. She found a problem that she was passionate about solving and wanted to do something meaningful for herself, her users and her team. Startups can be force multipliers for people making their own impact in the world The impact of a startup is felt not only by your users but your users' users. If you can save people time, effort, or both, then you can contribute to changing the world one company at a time. There's an approach to getting your first funding round As a founder, you're in the business of delivering a great meeting & making it easy to shine. For early-stage companies, VCs care less about the detail than the team and the vision. They know the execution will change. "Move fast and break things" is so 10 years ago First impressions count. If you're building productivity tools, you can't make people's lives harder. You need to ship something that works - moving fast and breaking things was a valid strategy only before people knew better Every PM & founder's job is to support their teams moving fast & shipping awesome stuff Devs have a big role here, but the whole company needs to come together around quality, define enough detail up front, and keep the scope small to help deliver a quality product. Contact Dani You can catch up with Dani on LinkedIn or on Twitter You can try out Jam on jam.dev   Here's the VC video that Dani recommended: How to Nail Your Startup Pitch Deck - Rebecca Kaden

Pooja Parthasarathy is a product leader who started out her career in the high-pressure, high-volume world of high-frequency trading. She took some time out with me to reflect on her unconventional career journey, what it taught her, and how to make an impact as a product leader. A message from this episode's sponsor - My Mentor Path This episode is sponsored by My Mentor Path. I'm a passionate advocate for mentoring and believe it to be one of the highest-leverage activities you can undertake to get ahead in your career. I try to do my part but am but one man, so I helped set up this FREE mentoring community to try to help out at scale. Sign up now as a mentor, a mentee, or both! Episode highlights: High-frequency trading is as stressful as you'd imagine, but it has lessons for early-stage product managers Working with traders teaches you to think on your feet in volatile environments, think three steps ahead & build a thick skin. These are all valuable traits for PMs. We should all be comfortable asking basic questions Working in a variety of jobs has helped her get comfortable with first-principles thinking and asking even the most basic questions. It's important to model this behaviour for your team. Be kind to yourself and the stories you tell yourself Pooja was hard on herself after her first child and wondered if she could make a success of work after going back. She learned to appreciate the job she was doing and be her own champion. The job of a product person is to be an investor in good ideas A PM's job is not to have all the answers or all the best ideas, but to be the Socratic Police Officer and ask good questions to get those around you to bring their own insight to the table for you to tie together The CEO & CPO relationship is the most important in the company It's important to create leverage with the CEO, by having the right motivations, setting clear expectations about who owns what for what time horizon, and being comfortable delegating to other leaders. Contact Pooja You can catch up with Pooja on LinkedIn, although she's about to have a baby so maybe wait a bit!

Uri Levine is a 2x 'Unicorn' Builder (Duocorn) who co-founded Waze and is a former investor and board member in Moovit. Uri recently published his book, "Fall in Love with the Problem, Not the Solution". We talk about some of the themes from the book as well as some stories from his own career. A message from this episode's sponsor - My Mentor Path This episode is sponsored by My Mentor Path. I'm a passionate advocate for mentoring and believe it to be one of the highest-leverage activities you can undertake to get ahead in your career. I try to do my part, but am but one man, so I helped set up this FREE mentoring community to try to help out at scale. Sign up now as a mentor, a mentee, or both! Episode highlights: There are no right or wrong decisions, only the decision you make right now Uri is often asked if selling Waze was the right decision, but you can only make decisions based on the information you have. It's more important to make a decision than wait for the perfect decision. Find a problem you care about, but you are a sample of one You should be passionate about the problem you're solving, but don't assume that anyone else cares as much as you do or wants to solve it the way you want to. You have to get out & speak to people who have the problem If you're afraid to fail then, in reality, you already failed When you're building something no one has built before, you never know if it'll work. You need to experiment, fail fast and have multiple shots on goal. The faster you fail, the sooner you can have another shot. Product/Market Fit does exist & it is measurable If you're not creating value, people won't come back. Retention is the most important way to measure P/MF & make sure that the solution to your users' problem is actually valuable. Getting people to value quickly is essential. B2B & B2C product management share the same goals You might have different customers who care about different features, but they all care about something. The metrics might differ, but the ultimate goal is to deliver value & solve a real pain for all these different people. Buy "Fall in Love with the Problem, Not the Solution" "Fall in Love with the Problem, Not the Solution offers mentorship in a book from one of the world's most successful entrepreneurs, and empowers you to build a successful business by identifying your consumers' biggest problems and disrupting the inefficient markets that currently serve them." Check it out on Amazon. Contact Uri You can visit Uri at his website UriLevine.com or follow him on Twitter.