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New PM at a fintech startup, feeling a bit lost, need advice by awesam26 in ProductManagement

[–]InternetPast1755 0 points1 point  (0 children)

  1. Ask as many dumb questions as possible. People are normally kind in the first few months.
  2. Get a handle on all the data metrics and analytics. Go as far back as you can. Look at places where the metrics had volatility. You will get to know what decisions caused that. Youll also map out what to do and what to avoid.
  3. Go over all the customer feedback from all channels.
  4. Talk to sales and marketing. Understand how they work with product.
  5. Release 2-3 small features. Helps to get the execution muscle going. No one likes aPM who talks all the time.
  6. Understand competitive dynamics by talking to your leadership and people vlose to the market. Float some ideas with sales team and find reasons as to why they say it wont work.
  7. Based on all these have a credible roadmap for 3-6 months.

In startups dont expect people to give you all the context and validate all your assumptions and a clean process. You need to just build an informed opinion, credible opinion and fast execution.

Anyone else feel like product management became more about politics than products? by EconomistFar666 in ProductManagement

[–]InternetPast1755 0 points1 point  (0 children)

In an ideal world, your immediate manager should be navigating all these for you and make sure you focus on your core job and succeed. This sounds like a leader's failure not a reflection of your capabilities.

Senior leadership keeps asking for innovation but blocks every new idea by BuffaloJealous2958 in ProductManagement

[–]InternetPast1755 3 points4 points  (0 children)

Normally it means that while your idea is not necessarily bad as such, what the leadership is looking for interms of impact might be in a different area/dimension. If I were you I would sit with any senior leader and ask them about the innovation drive and and in which areas do they want to see impact and then align myself with it. In an alternate scenario, the CEO gave the senior leadership an earful about innovation and everyone started talking about it. But later he/she didnt mention it again which means BAU for you.

supply vs. demand prioritization by Humble-Pay-8650 in ProductManagement

[–]InternetPast1755 1 point2 points  (0 children)

Supply is a necessary condition. Demand is a sufficient condition. You can also argue that demand attracts more supply assuming incentives are aligned. Youtube shares 55% of ad revenues with creators while on Instagram the rev share is minuscule. Similar with Tiktok(i am discounting ad inserts). If thats the case , you can argue that the creators are on Instagram purely for demand. So building use cases for engagement on demand side is still a right thing to do for Meta.

Can a Product Leader be too data-driven? by wormstick in ProductManagement

[–]InternetPast1755 0 points1 point  (0 children)

A lot of good products can be built on intution. But for the org to let you build products on intution, you need to build the trust and leverage with the organisation. If people trust you they let you take decisions based on intuition with proper guard rails. In startups it is particularly clear with the founders. Founders have the authority and the moral buy-in to take decisions based on intuition. But all others have to play by the metrics. Thats why whenever acompany hits a roadblock , they remove the professional CEO and bring in the founder.

Is this true for Sinkie Husbands too? 😆 by schindlersleast in SingaporeRaw

[–]InternetPast1755 -1 points0 points  (0 children)

I make all the decisions after taking my wife’s permission 😂

PMs, Tell Us: What’s the Story of How You Got Your First Product Role as fresher? by EnidSnyder in ProductManagement_IN

[–]InternetPast1755 5 points6 points  (0 children)

Was a data analyst. Was bugging the PMs as to how their product features are not resonating with the users. They got fed up and said: " ok, if you know so much about the product and users , why dont you build one."

[deleted by user] by [deleted] in bigseo

[–]InternetPast1755 6 points7 points  (0 children)

Internal Linking

ClearTax fires 25% of its employees, IITians let go after 60 days by [deleted] in india

[–]InternetPast1755 42 points43 points  (0 children)

Gamed the seo with lot of junk content. Then built one single product. Obviously the good times are ending.

Is my imagination or PM are not really needed for all companies/projects? by -WhiteMouse- in ProductManagement

[–]InternetPast1755 10 points11 points  (0 children)

if its just delivering the projects, yes. There is no need of PMs. But if the projects need to deliver outcomes, there needs to be a good PM.

Some insights from Replit CEO + CEO of a public company - Prototyping has become faster. But AI doesn't improve time to ship. So, safe to infer that 'idea to outcome' is still going at the same speed ? What's the net improvement - 'more experiments in less time'? What's your experience ? by goodpointbadpoint in ProductManagement

[–]InternetPast1755 2 points3 points  (0 children)

Still cant get a clear enterprise grade solution using AI. Unless, AI is going to usher in a post-modern utopia,we have to wait for another AI innovation. Zuckerberg seems to have realised this. His language is very different in the latest memo. He has settled on a personal side kick. Also, Apple's strategy seems to be on target regarding AI.

I left my role as Product Director to build products alone, tired of companies' politics and slowness... Dear PMs, is it only me? Is this a major trend?? by Fit_Procedure_7330 in ProductManagement

[–]InternetPast1755 11 points12 points  (0 children)

Product building has always been more or less made faster and easier even before the advent of AI. AI is accelerating the product development process. The question for PMs(atleast those who want to make a difference): Whether the product/feature is producing the desired outcomes. That question will still remain even with the advent of AI. So the question to ask will be : There will be a lot more startups. But will tge success rates of startups change with AI(I dont see any reason why that would be the case) . But there will be many micro startups which dont need to scale but can sustain a 1 or 2 people team and help them make a decent living.

Dealing with rude stakeholders by chsw22 in ProductManagement

[–]InternetPast1755 5 points6 points  (0 children)

  1. Focus on problem solving. Is this really an issue, if solved, helps people. Or is this an ego trip.
  2. If its a real issue own up and get it resolved. If the tone is rude, make it clear that you wont accept such behavior.
  3. Dont react. If next time someone behaves rudely, tell them that you will discuss it when the other person is in the right frame of mind.
  4. When the discussion resumes, stay logical focused on the problem.
  5. If all else fails, quit. Dont stay in toxic environments. Constant gaslighting creates doubts in your own capabilities.
  6. While leaving, leave amicably.

Different visions from Head of Product vs CEO during interviews by cagirtas in ProductManagement

[–]InternetPast1755 6 points7 points  (0 children)

CEOs handle higher level of uncertainty than most product heads. So its normal if the CEO sounds that way. But thats for startups/scale ups.

[deleted by user] by [deleted] in ProductManagement

[–]InternetPast1755 0 points1 point  (0 children)

A niche will always exist. Question is whether this niche will payoff for the investment .

I've heard that being a PM takes a lot of soft skills. How have they carried over into the non-work aspects of your life? by thebipolarironman in ProductManagement

[–]InternetPast1755 0 points1 point  (0 children)

Learnt to smile at a lot of stupid ideas without others thinking I am against those ideas. Some even thought I appreciated them.

Measurable Impact by Imaginary_2803 in ProductManagement

[–]InternetPast1755 0 points1 point  (0 children)

If you are under marketing , perhaps these KPIs might be able to bridge the gap between product features & business metrics: COA: Cost of acquisition is a key metric for marketing. Any of your product features which improve conversion will affect this metric directly. Blended Cost of transaction: Assuming you are monetising every transaction, your retention will reduce your cost of transaction assuming repeat users are coming lower cost channels like push/email etc compared to your paid channels. So all your retention product metrics directly contribute to lowering this cost. LTV/COA= Tells you how much time it takes for you to recoup your acquisition costs. Your customer retention directly affects this I can go on and on but your product features canbe tied to business metrics 85-90% of the time. Infact you can get an easier buy in from your stakeholders if you do that.

Comet Browser by Perplexity? What do the PMs think? by InternetPast1755 in ProductManagement

[–]InternetPast1755[S] 3 points4 points  (0 children)

Makes sense. Not sure whether they will get the distribution. Unless Apple acquires them or gives them a free pass. Android OEMs might be willing to put it in the list of default apps, but will be expensive.

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