AMA: Carta Sr. Director of Product Management, Anton Kravchenko on Platform Product Management

The short answer is that I talk to customers a lot.Going one level deeper, I like to source customer feedback through the following channels:User Interviews (Weekly) - I ...

First, I start with defining the impact. In some cases, the business could benefit from cost savings, better SLAs, or faster time to market for new products and features....

Whether I focus on a cluster of ICPs or individual ICPs usually depends on (I) time constraints and (II) 0-1 vs 1-N product motion. Usually, when I pitch a new idea to my...

Being a successful platform company means offering developers tools and reusable APIs that allow new product experiences to be quickly composed from existing building blo...

The collaboration among different teams depends a lot on the platform components my teams are working on. For example, Infra requires a lot of collaboration with finance ...

Great question. In short, platform teams mainly focus on serving internal users (commonly developers) with essential building blocks that fast-track development and offer...

Build with, not for them.Building 0 → 1: From my experience, a new "Platform capability" that evolves behind a key initiative has a much better chance of creating leverag...

At Carta, we follow this framework to invent new products and then iteratively transform them into core competencies:Test & Learn: A test is a non-permanent addition ...

Build vs buy is a common PM dilemma. As for my own challenges, a couple of examples come to mind:Support & reliability - at Carta, we use Mandrill as our email servic...