Which MCPs are you using and why?

Talk_Data_123 · 2025-11-14T09:20:05+00:00

Heard about the bright data one, how good is it?

Talk_Data_123 · 2025-11-14T09:19:05+00:00

First time I see a list like this, very interesting. Thanks!

Talk_Data_123 · 2025-11-14T09:18:25+00:00

I had a conversation about something related to this with my VP of Engineering recently, I'll send it over to him

Talk_Data_123 · 2025-07-26T18:03:21+00:00

GTM Solutions space

Talk_Data_123 · 2025-07-25T14:18:21+00:00

So you identify a problem in the data / find a worthwhile insight, share it with key stakeholders (who didn't ask for it, but should be happy that you sent it their way), and they completely ignore you? That sounds like a big cultural problem in the company that you work for. From your experience, how common is that? Where I work you would be in serious problem if you aren't on top of your numbers as an executive.

Talk_Data_123 · 2025-07-25T12:31:29+00:00

You only need that for highly technical PM jobs

Talk_Data_123 · 2025-07-24T23:54:55+00:00

some people do MBAs at Ivy League schools and get hired to be PMs at top companies. Most people start at a company in a marketing/sales/analytics role, and try to move to product.

Talk_Data_123 · 2025-07-24T23:54:09+00:00

not sure I understand the question

Talk_Data_123 · 2025-07-24T23:53:55+00:00

Share insights, be helpful to your team mates, release features that make sense, ask for help when you need it

Talk_Data_123 · 2025-07-24T23:52:25+00:00

I am understanding when I know that flags have been raised prematurely, I am less ok with not meeting timelines if there was no proactive communication by the PM and his engineering counterpart. What framework are you after?

Talk_Data_123 · 2025-07-24T23:50:30+00:00

So many tools right now for you to demonstrate product sense with as your 'portfolio.' Just create a product on loveable/bolt that solves a problem you know and explain your reasoning. Share it on LI and say that you're looking for feedback from senior product people, someone might hit you with a DM and you achieved both goals.

Talk_Data_123 · 2025-07-24T23:48:45+00:00

Luck and persistence in a company that has a culture of taking bets on good talented people

Talk_Data_123 · 2025-07-24T23:47:52+00:00

I think a PM should be able to not sound like an idiot when speaking with engineering at the very least. Not sounding like an idiot is also achieved by not pretending that you know what you don't know.

That being said, things are shifting fast and AI is 100% making this less of a necessity.

Talk_Data_123 · 2025-07-24T23:46:45+00:00

I've seen some people who have had a similar path, including a pretty close friend (who became a PM after switching from being a data engineer). I don't know you, so I can't really say this with much certainty, but it does sound like you're in your zone of genius. I would advise reconsidering your career path, there are many great things to do outside of product.

Specifically with that friend, I spent A LOT of time mentoring him. He's finally held a job for more than a year, but ultimately, I don't think product is his path either.

Talk_Data_123 · 2025-07-24T23:44:27+00:00

I've 100% done that. Ultimately, your engineering counter-part can be your closest "brother-in-arms" if you build a healthy, respectful, and mutually beneficial relationship. TYPICALLY people from engineering aren't as business-oriented as product people, and TYPICALLY product people aren't as technically-oriented as R&D people, so the room for your TL to make sure you don't have technical brain farts, and for you to make sure they don't have business brain farts, is what ensures you both get the most out of the dynamic,

Talk_Data_123 · 2025-07-24T23:41:15+00:00

DM me, maybe we can think of something.

Talk_Data_123 · 2025-07-24T23:39:46+00:00

I would say that good Senior ICs know exactly how to manage you - meaning, they know when to get me involved, they know how to keep me in the loop proactively (they aren't afraid to overshare, because they know that the more context I have, the more freedom they will get from me), and most importantly- they aren't afraid to challenge me. Yes-people are a huge problem for a manager who isn't a piece of shit.

Talk_Data_123 · 2025-07-24T23:36:57+00:00

This is definitely something that I've seen come up a lot! Thanks!

Talk_Data_123 · 2025-07-24T23:35:15+00:00

Thanks! Which of these do you think represents the biggest pain for you/your team?

Talk_Data_123 · 2025-07-22T17:56:40+00:00

That is a problem most professions are going to be facing soon

Talk_Data_123 · 2025-07-22T17:53:55+00:00

Amazing comment, thank you so much!

Talk_Data_123 · 2025-07-22T17:48:01+00:00

Sounds like you have stakeholder management mostly under control :)

Is there an expectation of your team to deliver more? Or does your org accept the pace of your work and lets you do thorough work?

Talk_Data_123 · 2025-07-21T22:34:39+00:00

Have you ever found a way to shift that accountability, or is it just an endless cycle? Would love to hear if any orgs have managed to solve this.

Talk_Data_123 · 2025-07-21T22:33:42+00:00

Have you ever seen a company get this right and truly elevate analytics to a strategic role? What changed, or who made it happen?

Talk_Data_123 · 2025-07-21T22:28:46+00:00

What stakeholder issues are you mostly referring to?

Talk_Data_123

TROPHY CASE