I’m assuming the question is about setting a ‘team’ vision/mission and one
doesn’t exist yet. The mission statement is the “What” and the vision statement
is an ambitious future state of what the worl
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Product Management 30/60/90 Day Plan
3 answers
Director, Technical Program Management at Meta | Formerly Microsoft • August 10
Vice President Product Management at Momentive (SurveyMonkey) • February 28
Every new job I've taken has had a pretty specific challenge I was hired to
solve, and I was fortunate to have that clarity (at least at a high level).
When I start in the new role, I focus on the f
Director of Product Management at Carta | Formerly Salesforce, MuleSoft, Apple • March 14
I like to start by understanding the historical context and how teams arrived at
where they are. What decisions were made and why. What worked well and what
didn't go according to the plan. Starting
13 answers
Senior Director of Product at The Knot Worldwide | Formerly Trello (Atlassian) • February 2
As a first PM, you will need to be very judicious with how you allocate your
time and resources. In fact, I think that’s true for larger companies as well.
There are always going to be more ideas than
VP Product Management, Cisco Wireless at Cisco • February 23
Honestly, the first product manager for a company is probably not ready to
establish a prioritization framework. The first PM probably needs to focus on
customer discovery, market discovery, MVP intu
VP, Product & Operations (WooCommerce) at Automattic • March 24
There are many great approaches to this question – and to some extent, it will
depend on what the company values. If you're a first Product Manager, it is most
important that customer needs / expectat
Senior Director of Product Management, Fintech at HubSpot | Formerly Segment, WeWork, Airbnb • April 11
The great thing about being the first hire is something that is also great about
Product Management: there is room for interpretation. My philosophy has always
been more heavily focused on understandi
Group Product Manager at Airbnb • June 6
First PM in a company! I have not done it, nor have anyone in close network to
have a good understanding. My guess is that they have to establish right
roles/responsibilities on what to carve out from
Head of Product, Retailers at Faire • June 14
When you are the first PM, you are straddling several priorities: Finding
product market fit Scaling the team Scaling the product The biggest failure mode
is trying to do 2 and 3 before you do 1: As
VP Product at CookUnity • June 30
In my experience a prioritization framework is foundational to establishing a
great working relationship within your own team and stakeholders. I'd also argue
that if executed well in the beginning, t
Senior Director of Product, Central Technology at Zynga • August 2
There are a few different vectors to consider here. There is the effort/impact
matrix, which is pretty good at helping identify low hanging fruit - essentially
mapping out potential workstreams on a 2
Group Product Manager at Google • August 18
Thank you for the question and I'm sure this is exactly not the answer you're
looking for which is, "it depends" You're balancing building trust and
relationships, understanding your users and the bu
Director of Product Management at Aurora Solar • October 27
The fundamentals of prioritization are not too different when you're the first
at a company. But in the early stages of a company or product, it's even more
important to focus. At an early stage com
Director of Product Management at GitLab • December 7
This is a great question about how to pave the way for two things: product
strategy and product management execution. I can see this being applicable to
not only first Product hires at start-ups, but
Sr. Director, Product Management at Mezmo • December 13
The product manager's primary responsibility is to ensure that the right product
is delivered to the market at the right time. In order to do this effectively,
you will need to establish a framework f
Group Product Manager at Gainsight • March 2
Know your customer - Often this can just be the investor in the company/company
owner. Meet their basic expectations from the product first, and win their
confidence. Aim to build a functional protot
3 answers
Director of Product Management at Carta | Formerly Salesforce, MuleSoft, Apple • February 3
There are different paths that each product manager takes, but the common ones
I've seen are: 1. Joining a tech company as an Associate PM or an intern
straight from college. For college grads, I sugg
Head of Product, Enterprise Agility at Atlassian • February 16
There is a fork in the PM career path road: one is becoming a people manager,
the other becoming an expert in a deep thinking product area sans managing a
team. My recommendation is to figure out whi
Product Leadership - Ads, Personalization & ML/ AI at Meta | Formerly Stripe, Flipkart, Yahoo • January 17
This is a very interesting question and one that I keep touching upon on almost
all career conversations with my teams & mentees. There is no one typical career
path for PMs, which can be both lib
7 answers
Senior Director of Product at The Knot Worldwide | Formerly Trello (Atlassian) • February 2
I have been a part of small teams, large teams, a PM consultant and an
entrepreneur. I have yet to scale a PM team beyond the first PM but here are the
things I would consider: Structure your team ba
Senior Director of Product Management, Fintech at HubSpot | Formerly Segment, WeWork, Airbnb • April 11
This is a situation that our team went through last year, scaling from 2 PMs to
10 over 12 months. Before hiring any additional PMs, we first took the time to
survey the teams that existed in our curr
Director, Technical Program Management at Meta | Formerly Microsoft • May 4
Building with intent is key. As a first PM or TPM, you are often running a
one-person show. You wear multiple hats and you tend to be scrappy, flexing to
what the business needs you to do. That approa
VP Product at CookUnity • June 30
The first PM hired into a company, or in a division of a company, will usually
be an individual who can wear different hats on any given day. (see one of my
favorite product management graphics: https
Group Product Manager at Google • August 18
I'm not sure it is the most effective because I've really only used one
strategy, but it has been effective for me. Grow your own scope, take on more
than you can handle, do a good job of pitching th
Group Product Manager, Production Experience at Figma • December 21
Contrary to popular belief, it's not about writing a job description as fast as
possible and starting to hire! It's important to spend some time upfront
thinking about the team you are trying to build
1 answer
Director, Technical Program Management at Meta | Formerly Microsoft • August 10
I’ll apply the framework outlined above to this question and talk about setting
up a Technical PM function for the first time. 30 days of LEARNING: I’ll start
with a listening tour, meeting with all c
2 answers
Senior Director of Product at The Knot Worldwide | Formerly Trello (Atlassian) • February 2
Speaking to your cross-functional teams is the best way to gain a deeper
understanding of your company’s goals, its processes and challenges. It’s also
an excellent way to get to know your new coworke
Director, Technical Program Management at Meta | Formerly Microsoft • August 10
The listening tour is what I love most while taking on a new role. I’m a social
person and I love meeting people. What better than getting to know the people
you are going to work closely with? I typi
2 answers
Senior Director of Product at The Knot Worldwide | Formerly Trello (Atlassian) • February 2
I think it takes a thorough understanding of a product and its users to achieve
success. For that reason, I am not a big believer in “quick wins”. Take the time
to learn before executing and think of
Director, Technical Program Management at Meta | Formerly Microsoft • August 10
“Rushing to prove value” is one of the common pitfalls of starting in a new
role. Having said that, you want to make steady and incremental progress in
delivering value. See my response to the questio
2 answers
Senior Director of Product at The Knot Worldwide | Formerly Trello (Atlassian) • February 2
First off, take a deep breath and remember, crushing those OKRs is going to take
time and effort. Next, set clear goals for each milestone and build a plan
around it. Just like you would when defining
Director, Technical Program Management at Meta | Formerly Microsoft • August 10
I worked at Microsoft for about a decade and then moved to Meta to take on a new
role, a few years back. That was the most unsettling period of my professional
life. I’ve gotten accustomed to a certai