All related (8)
Devika Nair
Director of Product, Oracle Cloud Infrastructure, OracleJuly 20

First, ensure you have the right data to backup any claims or decisions you want to make. Second, focus on the goals you want from that audience. Third is to make sure that the content is clear and crisp with the right level of detail.

Occasionally, I have to re-write a document for a different audience (e.g., CEO). However, in general ensuring there is a clear summary for anyone without assumptions of previous context and the decisions (or requirements) are clearly articulated in your doc/email/presentation. Include details for anyone who might want to dig in the subsequent paragraphs or include links/appendix for anyone who might want such details.

Mike Flouton
VP, Product, Barracuda Networks
The biggest trap new managers consistently fall into is relying on what got them where they are. As a new manager, you probably got promoted because you were a rockstar PM. One of my favorite parts of the (American) “The Office” is the 2-3 times they show Michael Scott go out on a sales call. Until you see that, your image of Michael is that of a completely incompetent, offensive and completely unqualified manager. But as a salesperson in the field he’s incredible. Clearly he got promoted due to his success as a salesperson into a job he’s not qualified for. Managing people requires a co...
Vasanth Arunachalam
Director, Technical Program Management, Meta | Formerly Microsoft
Hello everyone, welcome to my AMA! I’ll try to answer this first question along with the question of - “What metrics do technical product teams look at to define success, what do you find to be the most important?“ because they are similar. KPIs or Metrics are essentially a way to measure how successful your program or product is. There are a few traits any ‘metric’ should possess - they should be explainable, able to move/influence by the team, able to test for impact, without any bias and more importantly tied to the business goal you are trying to accomplish. The metrics you’d want to...
Preethy Vaidyanathan
Head of Product, Matterport
Your strength is being the leader in product and technology. Your superpower is connecting this to how they solve customer problems and drive business results. Top three things to consider:  * Start with the why including customer problem and business goals * Understand company priority (this year, this quarter) and draw a connection between your product/project to the company priority. This will help re-iterate to your c-suite why they should pay attention and care  * Create a demo. This can be prototype, slides on a powerpoint. Use this opportunity to storytell how the soluti...
Poorvi Shrivastav
GM & VP, Products, Hubspot
1. First 60 days Learn about the business, product, and people incl key stakeholders and team mates 2. Next 30 days - Establish a vision and plan (or update one if the team already has it) along with the team on your key business priorities and path forward 3. Next 30 days (4 months mark) * Evangelize and gather feedback on that plan from cross-functional teams within the company * Establish operating model and shared values for your teams (e.g. my current team values are integrity, determination and impact) Execute and deliver value for both your products and teams. 
Sanchit Juneja
Director-Product, Booking.com
Carrying forward on the question above, it is imperative for you, as the mediator, to make the stakeholders seek common ground. Practically, this could involve a common session with. both of them exxplaining the pros and cons of their polar opinions. As always, it is you 3 against the problem and not one against another. Can't stress this enough,Being a manager neccesitates being an empatethic individual
Navin Ganeshan
Head of Driver Products, Amazon Relay, Amazon
A technical product manager at Amazon is generally referred to as a Product-Manager-Technical (PM-T). A PMT can have ownership over a product, a functional area or even a program, but their primary focus is on formulating the vision, the strategy and roadmap for that area. They are also ultimately responsible for the end metrics of adoption, quality and effectiveness of the features they deliver. They are also the primary customer champions synthesizing their current pain-points, as well as anticipating future needs. They develop concept documents (PRFAQs), Business Requirements, and Produc...