Bryan Dunn

I've been working at fully (or practically) remote companies for ~5 years now and I believe they can certainly work. Tools like Zoom, Slack, and Miro can (mostly) handle ...

I've consistently seen the best PMs do a few things to increase velocity, though I think this would be framed better as impact as a PM since the result of that velocity i...

I think this question is fundamentally flawed. A strong PM will work to discover customer needs and determined how best to meet them, not take verbatim feature requests.G...

This is always a deeply personal decision, but over the years, I’ve found myself in scenarios where I stayed too long because I was comfortable. Here is my rubric for det...

I've seen this situation quite a bit and the single most effective way to drive change towards impact-based product building is bringing data to show the downsides of the...

AI is going to compress the parts of the PM job that were already commoditizing: writing PRDs, synthesizing research notes, building slide decks, drafting status updates....

The hardest product discipline right now isn't building AI features. It's saying no to the ones that demo well but don't compound into real value. AI makes it possible to...

This is one of the most misdiagnosed problems in product. GTM teams assume they have a product problem when they actually have a messaging problem, AND vice versa. Here's...

Every big problem I've had on a product team traces back to a hiring mistake. The lift from hiring great people is enormous, but so is the drag from a bad hire. Here are ...

I think about this across three dimensions that evolve as you grow:Start with the outcome, not the metric. Before picking KPIs, I ask: "If we were wildly successful this ...