Product Leadership: How Top Product Managers Launch Awesome Products and Build Successful Teams

‘I bet that by doing X we’ll see Y,’ sharing your thoughts becomes less risky than stating a more formal hypothesis. If your bet is wrong, you might feel bad, but it was a bet — nothing more.

a product leader will be judged by how well they deliver a valuable solution to a customer problem.

Successful leaders don’t assume that hiring smart people is enough, just as they understand that using smart tools or processes is not enough. Without the right guidance and direction, neither great people nor perfect processes will produce good results.

Understand the problem you’re solving for both the customer and the company, and how they connect. Focus on the #1 problem, not on the #2 or #3.

This underlines the importance of choosing balancing metrics — tracking both performance-oriented numbers like revenue, ARR, and CAC, and quality or customer satisfaction numbers, such as LTV and NPS.

“Dream in years; plan in months; evaluate in weeks; ship daily.”

What is the process problem we’re trying to solve? Do we really know if this is the right problem to be solving? What assumptions have we been making that should be tested or validated? How will we test a new process? What’s our hypothesis? What metrics will we measure to prove or disprove our hypothesis? Who are we building a product management pr

Four hundred twenty-nine of the original Fortune 500 companies open in 1955 are no longer in business today.

This product is your flagship and will carry the dual duties of delivering massive value to the customer and the business, while also acting as the tallest peak in your publicity engine.