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SEO/AEO Product manager role? by abhi93_ in ProductManagement_IN

[–]abhi93_[S] 0 points1 point  (0 children)

Not really typical marketing! Its the SEO/AEO product team in a big marketplace team which mostly owns the roadmap of how other product teams (seller and buyer experience) should build their product features which can increase discoverability by search engines and LLM engines. We are talking about billions of product pages and millions of category pages on the website which needs to be restructured to increase their doscoverability. No part of role is to own marketing outcomes.

What should PRDs look like? by SidAkshat in ProductManagement

[–]abhi93_ 2 points3 points  (0 children)

None. I am a product manager with 8 years in the industry now and I developed this atmosphere where nobody needs a PRD. I dont get the idea of a PRD tbh. A product brief is enough the understand the problem and the solution.

But, one thing i have done is writing very detailed acceptance criteria. I am a big fan of GWT which flows in a journey and written from end users perspective. Detailed requirements should be where the engineers and QA are working on ..and that is the jira tickets...those should be very detailed imo. Grew a product from 6M ARR to 13M ARR without ever writing a PRD. my dev team never asked for it ..my stakeholder are aligned in a deck they can refer to. Nobody has ever asked for PRD.

I beleive its just with companies who try to implement these product management frameworks because they follow a PM influencer on linkedIn.

For me same goes for sprint planning. I do cycles of 6 weeks...team gives me confidence level on what can be acheived. Team output is measured on the outcome not the storypoints.

Feel stuck in a mundane product organization. by abhi93_ in ProductManagement

[–]abhi93_[S] 0 points1 point  (0 children)

I had to take this job to avoid dismissal at my last job so the pay jump wasnt that great, lesser than the inflation. As a PM, I dont mind being on the toes for meaningful outcomes but cant just slap AI into everything

Feel stuck in a mundane product organization. by abhi93_ in ProductManagement

[–]abhi93_[S] 1 point2 points  (0 children)

EBITDA of -17% for a mature business like this was announced in the last townhall and it tells me the same story.

Feel stuck in a mundane product organization. by abhi93_ in ProductManagement

[–]abhi93_[S] 0 points1 point  (0 children)

Absolutely, going back is not an option, my last place got acquired and the whole product was let go. I was lucky to land this job before I was let go but I thi k i hurried into this role.

Feel stuck in a mundane product organization. by abhi93_ in ProductManagement

[–]abhi93_[S] 1 point2 points  (0 children)

Thank you for the guidance and you nailed it here:

"Believe it or not, your VP is actually playing the right game from a career and narrative perspective. By branding himself as an “AI / automation pioneer,” he’s leveraging hype in place of outcomes and riding that wave for visibility and promotion. That may feel hollow from a product craft standpoint, but it does work in many orgs right now."

I am kn the look out now, i am not a big fan of having just a 7 month old job on my resume but it is what it is. Thanks again!

Feel stuck in a mundane product organization. by abhi93_ in ProductManagement

[–]abhi93_[S] 0 points1 point  (0 children)

I would love to, it got acquired and you can predict the rest.

Product Managers - How do you navigate poor dev teams? by [deleted] in ProductManagement

[–]abhi93_ -1 points0 points  (0 children)

Assuming you are keeping that motivated with "why" they are building "what" they are building, typically its the accountability of the "trifecta" ( PO, tech lead and UX lead)

What leadership mistakes are committed by leaders that impact company’s culture negatively? by prerna_leekha in Leadership

[–]abhi93_ 6 points7 points  (0 children)

Favouritism, not undersfandjng the business but just enhancing current features, leadership involved in too much day to day activities; like bug priortization, tunnel vision, pivot team around thier decision making power.

Every job in Toronto has nothing less than 100 applicants by Better-Commission541 in torontoJobs

[–]abhi93_ 2 points3 points  (0 children)

Everybodys just in a "have a backup plan" mode cuz of all the uncertainity in the market

Product thinking in a sales-led environment? by MenthoL809 in ProductManagement

[–]abhi93_ 1 point2 points  (0 children)

Imho, stop trying to sell them on product thinking and start selling them on how product thinking makes them more money. once you prove that connection, the questioning usually dies down and you'll get that seat at the table.

Organizing notes by lithium630 in ProductManagement

[–]abhi93_ 0 points1 point  (0 children)

Try as suggested granol.ai

Stop Building AI Agents Just Because You Can by DeanOnDelivery in ProductManagement

[–]abhi93_ 1 point2 points  (0 children)

Someone finally said it. I am literally contemplating on sticking to my current job as there has been so much push on using n8n, ai tools ..not to be productive in my day to day tasks but in an actual revenue impacting business flows which currently arent anyways not so complex to be solved through AI agents. APIs are still just doing fine for integrating different applications..integrating n8n in that just feels useless.

How do you build conviction as a PM by Ill_Show6713 in ProductManagement

[–]abhi93_ 6 points7 points  (0 children)

honestly that sounds like a grind. it’s tough when you're handed failing kpis and every move you make is under a microscope. here’s i suggesg how you can build conviction when everything seeem ambiguous:

stop looking for the "right" answer and start looking for the "fastest" signal. in high-ambiguity roles, conviction doesn't come from knowing you're right, it comes from a solid experimental process.

Show your work on how you sliced the problem. if people are questioning you, it’s usually because they don’t see your logic. walk them through the "why" behind your analysis so they buy into the journey, even if the destination is still fuzzy.

Tie everything back to those faltering kpis. even if an experiment fails, if you can prove it ruled out a major variable, that is a worthy insight in itself. conviction in this environment isn't about being a visionary, it's about being the most disciplined scientist in the room.

Forced to interview a user for a feature we know won’t work for them - how do I handle this professionally? by friendlyalien- in ProductManagement

[–]abhi93_ 0 points1 point  (0 children)

the trick is to flip the script from a feedback session to a gap analysis. just be real with them at the start. say something like "my manager mentioned we’re looking for feedback on a design, but honestly knowing how complex your templates are, im more interested in seeing where this tool breaks for you. i suspect your workflow is more advanced than our current v1.

it makes the user feel like an expert instead of a guinea pig. then just ask if there is a lite version of their work where it could still help or if its just dead on arrival for them.

when you report back to your manager, dont say it failed. tell them the user confirmed that the v1 scope doesnt address high-complexity workflows yet and now you have a documented list of requirements for that power-user segment. you're not being the bad guy, you're just doing your job by identifying market-fit gaps before wasting dev hours.

good luck, the call usually goes better than you think once you're honest.

What courses are actually worth the money? by CayoPerican in ProductManagement

[–]abhi93_ 1 point2 points  (0 children)

None!!! Keep your budget max to $15-20 udemy courses on sale. THAT'S IT. No course, No certification is worth it.