All related (17)
Sreenath Kizhakkedath
Uber Head of Growth Programs, Riders, UberJanuary 24

Growth product teams are primarily responsible for incremental revenue in consumer applications. They are also accountable for internal metrics that directly correlate to revenue. Examples would be engagement metrics on a page, conversion metrics, user acquisition, retention metrics etc. It's hard to define the most critical metric. A lot of that depends on what the growth team is responsible for. Incremental revenue is a good metric a growth team should own.

Savita Kini
Director of Product Management, Speech and Video AI, Cisco
Metrics are an interesting question. This really depends on the type of product we are building that leverages ML. Since ML can be use for example in electronic records, sales workflows, computer vision type use cases or speech / audio use cases some of which I am familiar with -- we can break it down to product use itself and then algorithm/model used, how often it is used, what kind of business or customer experience metrics it provided or influenced. So the long and short answer is there is no "generic metric" -- we are still building product and features.  When it comes to the model it...
Sreenath Kizhakkedath
Uber Head of Growth Programs, Riders, Uber
A traditional product manager is responsible for a specific set of features and functionalities in an application. They focus on building the functionality with great UX. A Growth Product manager looks more end-to-end and identifies opportunities to deliver incremental growth. Let's take an eCommerce website application. A feature product manager might be responsible for the checkout experience. They will be thinking more about building capabilities in checkout (like supporting new payment types). A growth product manager will take more of an end-to-end customer journey perspective and thin...
Veronica Hudson
Director of Product Management, ActiveCampaign
The biggest change is the importance product plays in customer acquisition via trials and retaining customers past the 90-day onboarding period. When a product is self-serve, a PM should be paying attention to how their features drive trial conversion and the role they play in the customer onboarding process. This is often determined by identifying the drivers of PQLs (product qualified leads). So, for example, if we know customers that convert always use some combination of X, Y, and Z features within a few days of signing up for a trial, we will not only work to ensure that feature experi...
Vasanth Arunachalam
Director, Technical Program Management, Meta | Formerly Microsoft
I love this question because it flips one of the previous questions to focus more on the individual. IMO the success of a Technical Product/Program Manager largely lies in the ‘What’ and the ‘How’. What impact did they have? This individual measure of success should be tied to the business (product or platform) goals. The TPM should directly be held accountable for delivering on those goals. This is also the (relatively) easy part to measure (Eg: How many new users signed up for the app?, How much incremental revenue did the feature bring?, Did the platform ship on time?“ How did they la...
Roshni Jain
VP of Product, Eventbrite
This is linked to the other question, so I'll be brief here. The vast majority of fundamental PM skills are transferable regardless of B2B, B2C or platform focused work. By fundamental skills I mean  * Leadership and communication - the ability to lead through influence, work with engineers, designers and many other functions and very strong verbal and written communication. PMs are the spokesperson for their product and they must have excellent communication to build the credibility they'll need to move their products forward. * Product strategy - critical and analytical thi...
D Matthew Landry
VP Product Management, Networking and Security, Cisco
 In the broadest sense, the role of the product manager doesn't change. The customer profile changes, the buying patterns change, and the routes to market change. The core PM responsibilities don't necessarily change. However, many of those customer changes have an impact on how the PM does their job. For example, enterprises often separate the end user (the person who wants to use your product), the decision maker (often someone higher in the user's reporting chain), and the economic buyer (usually in a purchasing department). These are all stakeholders, and they all deserve attention fr...