All related (18)
Rena Mashintchian
Director of Product Management, BoxMay 25
In my mind, we are always selling to a customer.  It starts with the initial sale, when we move an organization from a prospect to a customer.  Once they become a customer, our goal is to ensure they continue to renew their contract with us.  And not only do we want them to renew, but we also want to upsell them to additional products and services.  Throughout the various stages, PMs should be there to support account teams as needed, especially around handling customer objections.  It’s very beneficial to establish strong relationships with the sales team and strategize with them on how...
D Matthew Landry
VP Product Management, Networking and Security, CiscoFebruary 23
Tactically, product managers can set the patterns that define successful customer accounts (e.g., via beta testing, early wins, clearly described use cases, &c.), engage with key customers to form lasting business relationships, and amplify the key customer problems. This is why customers love to speak with PMs. What's best for the customer is what's best for the product, so PMs are seen as sources of truth. The PM will listen for problems, won't egregiously oversell the product, and speak to roadmap direction with authority. Organizationally, product managers help Sales the most with hon...
Savita Kini
Director of Product Management, Speech and Video AI, Cisco
Key traits for AI PM is no different from other PM roles -- empathy for customer issues, ability craft / create / articulate problems and how we might approach the solution, industry and domain experience, and collaborative leadership to work with engineering. Willingness to learn or prior experience or understanding of AI/ML modeling challenges, and how they can be use in the context the industry / domain where it is applied is ofcourse a big plus. 
Sreenath Kizhakkedath
Uber Head of Growth Programs, Riders, Uber
Let me answer this more broadly. For any organization, it's important to have alignment across the different functions, including Product Management, Operations, Design, Engineering, and Data Science. You wanted to have a small leadership team that works very closely with shared KPI's and goals. Then the question is more around what projects to work upon to meet the KPIs. This is typically done through a lightweight prioritization framework. There are many industry standards for sprint management and prioritization. The key is to ensure there is the right leadership team with aligned priori...
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
This response also applies to one of the other questions asked here - "What qualities stand out in some of the best TPMs you know?" I strongly believe that you can be a successful technical product manager regardless of your background, as long as you have the passion and growth mindset. It is not rocket science (for that matter, look at Elon Musk for rocket science). So I’ll focus on some of the desirable soft skills that makes one a successful technical product manager - * Able to technically grok how things work, very fast * Balanced (between Strategic and Technical thinking) & Objec...
Roshni Jain
VP of Product, Eventbrite
There is no right answer, but here are a few lenses I've used when providing counsel to others and in considering the companies I've worked with: * Is this a product that I'm personally excited about? I don't have to be the ideal customer, but is there something about the product that excites me - it could be that it's a problem I'm passionate about solving, an approach that is truly innovative or differentiated, a customer that's a lot of fun to work with, or a business model that creates strong competitiive advantage * Are the secular trends in its favor? Is the company lea...
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...