AI Product Management

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

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

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

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

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

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

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

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

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

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

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

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

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

While infusing ML into a product can be extremely powerful to light-up new scenarios for customers and to optimize current scenarios, it can take a lot of effort to get it right. It all starts with de

Implementing an ML feature vs a non ML feature is no different. The complexity is how the ML model is integrated into the existing product, business or user workflows, and how it might impact the over

Seek to understand and clarify first before assuming you have learnt everything that is to know and propose solutions.  I see there are lot of online courses, documentation, articles -- you can do a l

The biggest misconception about PM is that it's a tactical, inward facing role. It should be a strategic, outside in role. Writing stories, running scrum ceremonies and crashing standups are some of t

Everyone is going to make new mistakes coming into a PM role depending on where they are starting from. For me, my biggest mistake was letting my own imposter syndrome take over. I had worked so hard

I think the most common mistake that I see is jumping to solutions quickly. This is definitely my biggest mistake as I started as a product manager. For me, it was/is really easy to think I know the a

Product School, Try Exponent, and Product Allinace are good resources for PM interviews prep.  Later is a good question. Interesting idea. I don't know of any, but it so interesting that someone shou

Assuming you are specifically interested in AI product management, I would suggest these approaches to get started with ML. While I was new to ML/AI, these approaches helped me. 1. Online courses 2. P

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 experi

Top 3 traits that makes a Good PM a Good AI PM: Understand foundational ML tech concepts and having used them to make product decisions. For eg: Statistical Regression, Causation vs Corelation, AUC,

AI PMs are expected to have a broad understanding of ML lifecycle and knowledge of key ML trends in the industry. Ensure your product management basics are strong: Deep focus on customers, business pr

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 visi

In addition to core business metrics that are improtant for a product success, below are the additional ones AI PMs obsess over to ensure the success upon launch doesn't regress over time. Precision

While working on ML product/feature, there are 2 sets of metrics: 1. Product success metrics that product managers define. Purpose of the is to measure the business/product outcome you are trying to o

Excellent question. Hard/technical skills are absolutely critical to be a successful AI product manager. As I mention in my other answers -- PMs bring domain knowledge, and customer perspectives to se

Broad understanding of ML lifecycle and knowledge of key ML trends in the industry are required to be successful in AI product management role. Beyond this, the level of hard/technical skills required

AI/ML by definition requires a decent foundational understanding for AI/ML/Deep Learning Concepts, trends in industry, tools and methodologies to be able to work with engineering in defining solutions

PMs are generally categorised into B2C (Consumer), B2B (Enterprise), Platform, and Product. PMs role is generally 2 of these 4 things. Within this one can also be generalist PM vs domain PM vs growth

I have seen 4 different types of AI Product Managers: 1. Product focused: Infuse intelligence into products (e.g., search, personalization) 2. Platform focused: Infrastructure & tooling for data s

Trust & Risk is a specific domain, so generalist PM would need to pivot to become a domain PM. This will require launching solutions across multiple years. Fraud evolves every year, but over 90% s

This is not a simple question. There is no such thing as a "traditional PM" because PM roles and responsibilities differ by industry segment. There are substantial differences in PM roles from consume

5 years from now, likely there is going to be no difference between a Traditional PM and AI PM. AI is going to be used/present in all products. I see "Traditional PM role" as a foundational one to hav