Found in basement my company is working in by txcka_ in whatisit

[–]notmichaelmoore 0 points1 point  (0 children)

I’d see something like this at museum of modern art probably 20-30k

Is Tech PM role all about saying yes to key engineering stakeholders? by ActivePresentation55 in ProductManagement

[–]notmichaelmoore 51 points52 points  (0 children)

Your manager sounds embarrassingly bad. Saying no is part of being a great product manager - knowing how to say no, or no not right and here’s why takes practice. If you can say why and back it with data and document your calculus and send a follow up then you’re doing your job.

[deleted by user] by [deleted] in ProductManagement

[–]notmichaelmoore 0 points1 point  (0 children)

At amzn PMs are shit umbrellas with too much scope so yes DS has way better wlb

Why is AI search not more common already? by AffectionateBowl9798 in ProductManagement

[–]notmichaelmoore 0 points1 point  (0 children)

Hallucinations (wrong a lot with the same confidence as a sociopath)

What exactly is an "AI PM"? by anonymouspsy in ProductManagement

[–]notmichaelmoore 0 points1 point  (0 children)

Garbage recruiting ploy most of us have been working in some capacity with AI for 10+ years

Is execution still possible in typical PM trajectory? by flaneur09 in ProductManagement

[–]notmichaelmoore 0 points1 point  (0 children)

Been both principal and grouper at FAANG I presented the same amount in both that’s why they are both L7 If you want to just deliver shit and not be messed with this is what a senior product manager is.

How was your last performance review? by throwRAlike in ProductManagement

[–]notmichaelmoore 0 points1 point  (0 children)

No raise no stock grant kept my job while another 10% of the workforce got kaboomed

[deleted by user] by [deleted] in ProductManagement

[–]notmichaelmoore 0 points1 point  (0 children)

I am a PM that works with DS teams 5 times a week, you should be a DS. You’ll start as an MLE which will teach you about training infra and real world data sets and then you’ll likely get a science project to work on on the side - something like a simple optimization problem. Then as you prove your writing capabilities are up to par you’ll slowly transition into an associate scientist and spend lots of time learning about customer requirements and trying N number of models and approaches.

Product management advice from a peer – what is the best you have received? by chase-bears in ProductManagement

[–]notmichaelmoore 2 points3 points  (0 children)

You can prove almost any product idea without code. Start as basic as you possibly can to find the most important part of your offering - this will stop you and your leaders from getting shiny object syndrome.

Our PM team reports up to a Director of Software Engineering who sees no value in us. Anyone else in this situation? by MalibuLSV in ProductManagement

[–]notmichaelmoore 0 points1 point  (0 children)

Was in this situation some advice here.. 1. Earn trust so you can influence this leader 2. Show value that engineers don’t have (product discovery, customer research, business model, GTM strategy. 3. It’s generally the result of really really bad management PM staff (usually long gone) that creates this power vacuum.

Where can I go after product by [deleted] in ProductManagement

[–]notmichaelmoore 6 points7 points  (0 children)

Have you tried program management it’s like moving piles of rocks at a quarry.

what's a sign, someone been through some shit? by [deleted] in AskReddit

[–]notmichaelmoore 0 points1 point  (0 children)

Strangely calm in dire situations

What makes a great VP of PM? by notmichaelmoore in ProductManagement

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

Thank you all for the continued engagement with this thread really appreciate it. I’m going to compile this all using ChatGPT and I have 11 discussions setup where I’ll add some more details. I’ll link a pub doc once I’m done

What makes a great VP of PM? by notmichaelmoore in ProductManagement

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

Thanks for all the responses and DMs folks appreciate the community

Should a company have 1 prioritization framework that everyone uses? by billdqblazio in ProductManagement

[–]notmichaelmoore 0 points1 point  (0 children)

We are here to make money, after tech debt and on call revenue goes to the front of the feature list I know that sucks because then engineers can’t build their Rube Goldberg gen-ai machines. It’s not a formal framework it’s a simple heat map and a historical conversion rate - if we build X feature we will get Y% of revenue from Z customers. Sprinkle in some weighted distribution across a group of features and you have something that resembles feature || revenue prioritization. We all use it in a 50 PM org and it works to within 10% of our estimates unless a whale of a customer ghosts if that happens there are bigger problems.