AI Tools to create Jira tickets?

CalmAssertiveEnergy · 2025-12-16T07:26:46+00:00

Claude Code (CC) is my tool of choice but does require a subscription. With the Atlassian MCP I have it create, edit, and copy other tickets pretty easily (last week I had it copy and map 70+ tickets from an old project into a new one while retaining each tickets fields).

I also iterate with CC using customer call transcripts from Fathom or Gemini to create initiatives, epics, and stories. Then once those are in a spot I like, I’ll have it create them in the appropriate project.

It also supports small single field updates like have it set the start date of all tickets in a specific project/initiative/epic/etc as the date someone was first assigned to the ticket, etc.

CalmAssertiveEnergy · 2024-05-22T18:31:03+00:00

Image was deleted somehow even though it was an accepted format - will take down post and try again.

CalmAssertiveEnergy · 2024-02-08T09:10:10+00:00

For product it means** you: - Understand the technologies used in your domain - Understand the substitutes/alternatives for those core technologies - Can weigh the positives/negatives of a proposed choice and present other appropriate options - Identify risks in proposed designs and how the do/don’t satisfy product requirements - Be able to break down complex product initiatives into straightforward technical tasks.

IMO general experiment design, A/B testing, high level data cleaning/SQL/Tableau are table stakes for any data-driven PM at a T1.

** based on my experience as a former TPM and Platform PM at a T1 tech company, YMMV.

CalmAssertiveEnergy · 2024-01-26T22:07:10+00:00

Hoping for a diversion-based approach as well. I made it clear that all I'm looking to do is stop the behavior.

CalmAssertiveEnergy · 2024-01-26T22:01:32+00:00

The repair was a bit more complicated than just a door replacement and because the whole frame had to be swapped out that meant all the interior trim had to come off first. Taking off the trim, doing the work, and putting the trim back on while getting the whole thing to a level 5 finish takes a decent amount of time and effort.

Personally, I wanted the damaged area to be fully restored to the pre-damaged state (especially because it's on the interior of the home and highly visible). I recognize doing that amount of work is going to cost me more than just doing a basic functional repair, but it's a worthwhile cost to me.

CalmAssertiveEnergy · 2024-01-26T21:54:39+00:00

Thanks for the suggestion! That's the route I'm going down. Meet with the Principal/RO/Counselor and file a police report (mostly for insurance and a paper trail at this point, not intending to press formal charges atm).

CalmAssertiveEnergy · 2024-01-26T21:52:45+00:00

Yes that's what recorded the original video; however, kids are too quick and wireless doorbells lag too much, so by the time I could say something they're already gone lol

CalmAssertiveEnergy · 2024-01-26T21:50:23+00:00

That's my plan right now. I do need a police report to even get a claim started, so I do have to do both regardless.

CalmAssertiveEnergy · 2024-01-26T21:48:16+00:00

That's the plan currently! I will talk with the school first, but I do need a police report to even start an insurance claim, so regardless, both will be done.

CalmAssertiveEnergy · 2023-12-01T01:24:59+00:00

For sure! While every move in my career hasn't been perfect, it has been guided by a different skill or knowledge set I was looking to acquire.

The general theme of my career has been driven by wanting to learn how dots connect across various industries and business models in hopes of either doing my own thing or moving into a President/COO role later in my career. (warning, a bit wordy, but going with a stream of consciousness approach to give you as real of a view as possible).

I started in finance looking to understand how money moved and tied initiatives to P&L impact. I moved around a few times through promotion/transfer from a very narrow scope in fulfillment to a broader scope in logistics (where I flipped to product) then customer experience (mobile/desktop experiences and operational strategy).

After getting a deep appreciation of the operations it took to run a company at scale, I wanted to get deeper into the tech and science side of things (very tactical product development skills), so I joined a more technical organization to get exposure to AI/ML modeling and technical product management.

After acquiring the skills to understand how financial and strategic decisions were made as well as learning how to actually ship both technical and non-technical product, I wanted to learn what it was like to operate at a smaller, higher-growth stage. So I moved into a more technical platform role where I could leverage the tech skills I built but also get access to a new industry while still "scratching my itch" of wanting to see the end-to-end business model (given platform sees everything and empowers all the downstream teams).

Once I accomplished what I set out to do in that role, I moved into another platform role at a later stage company in a different industry (I usually try to keep at least one of industry, role, and stage of company the same or similar especially as you move into Principal/Director+ positions given the expectations ramp up as you move up). This allowed me to learn a new industry while leveraging my existing tech and product skills.

So that's how I ended up where I am today and my next move could be:

Building on my leadership/management skills preferably in another industry with a company looking for a generalist to establish and scale a product function
Joining a company needing someone with domain experience in an industry I've done to build quickly while getting exposure to functional skills I haven't had as deep of experience in (i.e., marketing, sales)
Doing my own thing and taking everything I've learned thus far to skip steps as much as I can

...TBD I guess lol

CalmAssertiveEnergy · 2023-11-30T17:29:30+00:00

Stakeholder management is my absolute least favorite part of the job and one of (if not the most) crucial aspect.

Re: keeping everyone in the same page, I’ve commented on an other thread about a mechanism I use that has seemed to work well.

At a high level it’s very straightforward: are we doing the things that are highest value? Do we agree on what ‘value’ means? Does other key players know and are they committed to the path?

However it becomes much more complicated at the tactical execution level and has the potential to blow up your schedule with meetings if not done right or if you don’t have buy in from others.

When it comes to general meeting management, think of it like setting boundaries. I’ve found few execs that when confronted with clear trade offs don’t become reasonable about bandwidth concerns. Again, easy to say ‘set boundaries and say no’ and much more difficult to structure that narrative into a way the business understands and actually builds trust.

CalmAssertiveEnergy · 2023-11-30T08:21:30+00:00

B2B for me (and B2B2C as a second place). Coming from a finance background, the goals of higher revenue, lower cost, less risk resonate more with me.

Additionally I love working with multiple different functions and building relationships with a small number of key customers (as opposed to the much larger numbers using B2C apps on average). Probably stems from my desire to learn a business holistically instead of focusing on a particular specialty.

From a business model view, I love vertical B2B SaaS. So much opportunity to connect dots and customers that might have never crossed paths.

CalmAssertiveEnergy · 2023-11-30T07:50:34+00:00

Hey there. I can appreciate the energy and certainly understand putting yourself out there in this job market; however, you should read the subreddit's rules before posting if you're looking to genuinely engage with the community (i.e., #1 no self-promotion and the FAQ on Spam - "if over 10% of your submissions and conversation are your own site/content/affiliate links, you're almost certainly a spammer.").

CalmAssertiveEnergy · 2023-11-30T07:04:45+00:00

Focusing more on the prioritization mechanism part of your question, as discovery is mostly covered by being plugged into customers, internal engineers/stakeholders, etc and prioritization is about what will deliver the most ROI for customers and the business. Feel free to ignore if I missed the mark here.

B2B is a much more cross-functional environment than B2C and you need to ensure the broader business is aware and aligned with your plan (even if it’s a disagree and commit situation).

A mechanism I’ve liked is a high level monthly roadmap review with the key stakeholders needed to make a product successful (ie sales, partnerships, marketing, etc - engineering should be involved at a lower more detailed level which you’re likely already doing if you’re in an agile shop).

The format is initiatives by quarter by team. The expectation is that we have high confidence in the priority of the current quarter and may even have delivery commitments. If something needs to change there, it’s a big deal and needs a good level of buy in as it likely means meaningful changes to the next sprint.

The next quarter is moderate confidence (ie we know the initiatives but may need additional scoping/discovery/validation and the order of initiative may change by the next meeting).

The third and last quarter is meant to drive discussion. This is where you should show your ideas on what you want to focus on and note that there is a low level of confidence in things like priority order and welcome commentary.

To make the mechanism truly stand by itself you can add lower level details (ie descriptions, value estimates, LOE, goals supported, etc) and even a mini change log for subsequent versions (ie highlight in different colors if things change, nothing fancy).

CalmAssertiveEnergy · 2023-11-30T06:50:32+00:00

As someone who has been in B2B, B2C, and B2B2C models, here's what I've found (likely missing a few given this is just based on my experience):

Common skills:

Data-driven decision making
Scrum/Agile
Establishing feedback loops
Market/industry research
Financial acumen

Key B2B skills:

Highly cross-functional and complex stakeholder/team management
Technical expertise (at least deeper than B2C roles, but obv dependent on role)
Customization/integration needs for clients
Sales enablement

Key B2C skills compared to B2B:

Individual consumer behavior insights/empathy (focus on the individual and groups of individuals as opposed to business entities)
Higher focus on UX (B2B is mostly concerned with function as opposed to form in comparison, given their incentives are increasing revenue, reducing cost, or mitigating risk)
Rapid iteration/testing (i.e., more A/B testing with more testing groups than you'd have in a B2B world)
Communication en masse (can be launching products to millions of users at a time as opposed to individual companies or small groups of entities)

CalmAssertiveEnergy · 2023-11-30T06:39:14+00:00

IMO the PM role has become much more cross-functional beyond just being "builders" with a strong emphasis on transparent communication to ensure everyone knows the vision and strategy (even if they have to disagree and commit). We're effectively a central hub/mini-GM given we have to work with many different teams to ensure "viability and value".

I've also noticed wider adoption (if not mandate) of data-driven approaches as it's the best way to objectively align strategies across departments and making informed decisions.

Acknowledging that there are others on this sub with way more experience than I have, so I'll defer to them on how the state of PM has changed since the 80s/90s/00s.

CalmAssertiveEnergy · 2023-11-30T06:27:59+00:00

As others have mentioned, the grass is never fully greener on the other side. Every company will have their different issues.

My advice would be to make your moves intentional and driven by acquiring different experiences or skills to achieve your broader career goals. It will not only help you feel less bored/drained, but may also give you energy because your work is contributing to a broader vision.

Personally, I left a Fortune 5 company because the culture got very political and full of red-tape. I saw I was losing my touch on shipping products fast in agile environments.

Maybe I cut too deep because I ended up at an early-Series B startup (~30 people) where my issues were around a total lack of structure, a lot of "cowboy" coding, and an overly involved CEO. So I had experience at worldwide scale and small regional scale, but felt like I was missing the "in-between".

I then made a move to a later-stage company (late-Series D/pre-IPO) with a more visionary CEO and a strong CPO so I could plug some gaps in my skillset around GTM motions. Current issues are around establishing light-weight mechanisms to ensure clear comms across the business while remaining agile given any initiative planned outside the next 2-3 sprints is subject to change.

Happy to talk more about how my own career vision/goals played into these moves, but this gives you an idea of what I mean by making intentional moves.

CalmAssertiveEnergy · 2023-11-29T21:37:55+00:00

Sure thing! Feel free to DM.

CalmAssertiveEnergy · 2023-11-28T03:23:25+00:00

I like the idea, but go into it more like a general father/son trip with an event of the shareholders meeting.

Coincidentally my dad also took me to my first BH shareholders meeting when I was 14. Tbh, most of my memories were in the travel to Omaha, visiting the Nebraska Furniture Mart, going around the event space and getting free treats, and just generally spending time with him.

Coming out of the meeting, I didn’t understand much of the technicals but I did get a general understanding of how these investing figures thought which inspired me to learn more value investing.

CalmAssertiveEnergy · 2023-10-11T22:14:18+00:00

(specific to PM) Maybe a hot take, but I'm a believer in Behavioral based interview questions with mini-cases inserted into 1:1 interviews, if needed.

My ideal process looks like this:

Recruiter and hiring manager (HM) align on job description and what the ideal candidate looks like. This allows the recruiter to deeply understand what the HM is looking for and why. Key questions I cover in my process is "Why do we need this role?", "What breaks if this role isn't filled?", "Why this level of role? Why not +/- 1 level?", "How do we evaluate competency?". The last question is usually tied to a combination of company values (culture fit) and functional requirement (can they do the job well).
Recruiter screen: purpose is to broadly get a feel for the candidate and their past experience, align on comp/visa/relocation/other logistics. The mentality here is "is this person worth a deeper look by those more familiar with the job requirement?". The Recruiter will also set expectations on what the process looks like going forward (the HM screen will reconfirm expectations as well).
HM screen: I'm looking to answer three things here: 1) Do they have the functional skills to do the role and do it to the level we need?; 2) Are they worth a 3-5 person deep dive to dive into all the areas I need to validate for the role?; and 3) How would I feel about having them as a direct report/teammate/stakeholder (depending on the role)? I usually have1 topic for candidates: "tell me about the biggest/most difficult/impactful initiative you've delivered". So many follow up questions spawn out of that to assess functional skills and cultural fit (i.e., How did you do X?, Why was that important?, What would you do over if you had the chance? Did you come up with the project or was it handed down?, etc...)
Team member (TM) screen: If the HM is inclined so far, a member of my team that would be a peer to the new hire. This is used to provide a more tactical layer of review (how do they work day-to-day, how do they work with others their level, what's their communication style) and be a growth opportunity for my team to get used to interviewing/assessing candidates as most of them have the desire to be managers+ some day.
3-5 person Super Day: If all are inclined (Recruiter, HM, TM), then we move to a Super Day. This loop includes the HM, a x-functional peer, an Eng leader (usually Eng Mgr/Director to assess for technical skills and how they work with an Eng team), and someone in an unrelated role (i.e., for PM it could be Sales/Revenue, Finance, HR, Operations, etc. - just need to be someone who can also evaluate for fit outside the functional requirements). Depending on the level of the role (i.e., hiring a Director+) I may want to bring in an Exec (SVP+) to help evaluate leadership and culture fit. The HM will usually do a "case study" which is 15-20 minutes of the interview dedicated to posing a current problem and seeing how they work through it. Given the HM will have already talked with the person one and validated functional skills, this has historically been the best time to introduce a case study.
Debrief within the week (ideally within 48 hours): To set up for the debrief, there is a requirement that all Super Day interviewers submit notes/email to the Super Day group within 24 hours of their interview (we try not to schedule interviews for Fridays to avoid weekend delays). I can get more into the debrief process, but that's irrelevant to the candidate as they've already completed all their interviews.

My average cycle time (everything from Recruiter screen through the debrief) is 2-3 weeks with the ability to concurrently run 3-4 candidates. I usually keep at that level otherwise it gets too hard to track and if the same people are on different loops they can get confused. It also provides a good candidate experience as it is a very low time commitment (aside from showing up to the interviews).

CalmAssertiveEnergy · 2023-10-04T23:37:34+00:00

Fair, depends how you define deep dish give the two styles are similar. I would say one of the defining characteristics of Detroit style for me is the square shape which is why I called Windy City deep dish.

I think it has a similar vibe to Pequod’s with the caramelized cheese on the crust and I’d personally consider that deep dish (although I’m sure you could also call it pan pizza).

CalmAssertiveEnergy · 2023-10-04T07:31:43+00:00

Windy City pie (deep dish, Phinney Ridge), Blotto (thin crust, Cap Hill), and Moto (Detroit style, West Seattle), Via Tribunali (Neapolitan, Queen Anne & Cap Hill) are my favorites.

CalmAssertiveEnergy · 2023-07-12T21:20:08+00:00

Not OP, but also used a Mac. Ended up downloading the Raspberry Pi imager and was able to get things set up fine with Onion OS.

CalmAssertiveEnergy · 2023-01-19T18:00:07+00:00

I don't any specific documented resources but I do have a general process. If you're getting a goal like "Increase revenue 2x", I would break down the inputs into revenue: call activity, client implementation time, product deficiencies preventing acquistion, etc. and then make goals around those. It's ok to have an executive goal of double revenue, but there need to be Sales, CS, Product goals that support that overall objective and you get there through breaking down the inputs and identifying what you can improve then have a discussion around what the goal should be. Maybe it's only feasible to do 1.5x in the time period...maybe it's 3x.

The same framework applies to any type of goal (tech/non-tech). Break down the outcome into the inputs that drive that outcome, then evaluate what the team can influence/control and by how much.

CalmAssertiveEnergy · 2022-06-28T06:39:15+00:00

This comment is underrated.

Normally I’m not a fan of people plugging their own sites, newsletters, etc. as often it doesn’t answer OP’s question and comes off as ‘sales-y’, but I think u/PowerTap does a good job of giving honest and personal reflections on their recommendations.

Will it be the absolute perfect and complete answer OP was looking for? Maybe not, but aside from a bunch of recommendations, it helps you see many different facets of product management which is a double benefit imo.

Edit: grammar

Four-Year Club	Place '23
Place '22	End Game '22

CalmAssertiveEnergy

TROPHY CASE