I am a product leader with a 18+ year career that includes product management, product marketing, and consumer insights for both B2B SaaS and D2C self-serve products. As the CPO at Typeform, I lead product strategy, development, and execution.
My prior experience includes product leadership roles with Momentive, where I led a 15-member product organization, with overall responsibility for a product portfolio including SurveyMonkey, Wufoo, SurveyMonkey Apply, and SurveyMonkey Audience, that drove $500M in 2022 revenue. I’ve also held leadership roles at Adobe, Workfront (acquired by Adobe), Qualtrics (acquired by SAP), and product consulting to three startups – two that were acquired by Google and Walmart, and one that IPO’d. I have had success in building and managing high-performing teams, coordinating cross-functional collaborations, and driving revenue that has included a three-year growth from $10M ARR to >$55M.
My prior experience includes product leadership roles with Adobe, Workfront (acquired by Adobe), Qualtrics (acquired by SAP), and product consulting to three startups - two that were acquired by Google and Walmart, and one that IPO’d. I have had success in building and managing high-performing teams, coordinating cross-functional collaborations, and driving revenue that has included a three-year growth from $10M ARR to >$55M.
My passion lies at the intersection of technology, insights, and strategy, and applying these disciplines to improve products, customer experiences, and marketing outcomes is what I love to do. As a leader my goal is to foster a culture of collaboration and accountability, instill a growth mindset, advocate for experimentation, and fully invest and respect the craft of creation.
Our product development lifecycle process looks very similar to a double diamond design process but with an adapted approach for our organization. While there are best practices for a product development processes, I've found that there is a decent amount of adaptation and adjustment that needs to happen to customize an approach for the needs of the organization. I've not seen 2 product lifecycles that are the same. At a minimum, a product development process should help reduce friction for the
...Read More
There are several stakeholders that have input into our roadmap, a few main partners and collaborators are listed below: Other Product & Design Teams Sales/CS teams Marketing & Growth Research And more… Most cross-functional partners just want to be heard and want to understand whether their requests will be addressed or not. This is why transparency is a key element in all 3 of the following tips to help you maintain the balance between influence and control: Give your cross-functional
...Read More
The 30/60/90 plan is very helpful for anyone coming into a new role, but specifically for PMs there is a simpler way to break it down. This won't libe up perfectly, but I'd think of it as a product managment process... your first 30 days are for discovery. You are talking to people learning about the company, the customers, the product, the processes, everything. You should be analyzing and synthesizing themes and coming up with hypotheses for what you think is needed, and that will be different
...Read More
There is an interesting tension here between looking at problem spaces from a variety of angles to make sure you have a sound and differentiated strategy that is worth pursuing and inciting decision paralysis by having too many individuals involved in the process. And the truth is, it depends on the project. I’ll give you a couple of examples for how we have tried to simplify the investment of time and talent for this particular challenge, but it may not work for all organizations. The approache
...Read More
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 following elements: Build relationships with my team and cross-functional partners Learn about the industry Study competitors Explore the product in detail Collect as much customer feedback and usage data as I can get my hands on And last but not least, find all the skeletons (or as many as I can).- W
...Read More
My objectives when meeting new stakeholders are centered around finding out more about them as a person and how they like to work, understanding their objectives, and getting feedback from them about what their experience with my team, function, and the broader organization has been. Here are some details about why and how I dig into these topics: Personal - I find it’s easier to build relationships and avoid some negative behaviors and experiences with people at work when you put in the effort
...Read More
Every organization is different and has a different culture, different role definitions, different ways of getting work done, different objectives, secret sources of power, and unwritten rules. Finding out about as many of these things as you can as quickly as possible will be extremely helpful to you in your career. Lets start with the questions to ask your R&D partners (engineering, design, research, operations, and in some situations product marketing). Every company has challenges and o
...Read More
The following sources of feedback are very important to me and my team: Customers our PM team is directly in contact with, as well as our direct digital feedback channels in the application Sales Teams - why do we lose deals, and why are we winning deals? Who is asking for what, and what is the context of the account (Rev, Use Case, Engagement, etc) Customer Success - What are current customers asking for help with? What are they frustrated by? What are they pushing for? Market Research - we ke
...Read More
Product intuition is that elusive skill that we all look for and want to select, nurture, and encourage in our team members. If I had to break down product intuition, I’d break it down into the following parts: Experience - having made the mistakes that make you aware of what to look out for (or learning from those that have) Customer centricity - knowing on a deep level what your customers or potential customers need, want, and feel (deep empathy and understanding of their jobs and goals) Readi
...Read More
There are very few hills from a professional perspective that I would be willing to die on, but this is definitely one of them. I absolutely believe that fully remote product teams can work in the long term. I currently lead a fully remote team and I've seen some of the best product management work of my career being produced by this team. The challenges I've seen with remote work for product management have been when the structures of the team are not consistent (i.e. some people work in an of
...Read More
1,047Views
Loading more…
Real answers from people who’ve done it
Confidently hit your goals and advance your career with advice from
product marketing leaders at top companies.
Sharebird is always free.
By continuing, you agree that you are at least 13 years old and agree to our
terms of service
and
privacy policy.
