D Matthew Landry

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 discove...

Taking for granted a baseline of solid product management fundamentals and team simpatico, I feel the following play an outsize role in determining success in the enterpr...

 Entry-level product managers for an enterprise product line tend to come in from two paths: technical background, and business background. Those with a stronger technic...

Rule of thumb: don't build before they buy. If this whale wants something specific, they should put skin the game, either through a services/customization contract or a ...

 The impact that a product manager has depends much more on the type of product team and its role in the company than on the product's market (B2B, B2C, SMB, mid-market, ...

This is a good question that comes up frequently. The trick is: it's a false trade-off. Yes, working with large stakeholder groups creates more meetings and coordination ...

Tactically, product managers can set the patterns that define successful customer accounts (e.g., via beta testing, early wins, clearly described use cases, &c.), en...

"Custom infrastructure platform" is nearly an oxymoron. :-) Anyway, it doesn't sound like a product; products are offered for sale to a market. A "custom infrastructure...

 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 cor...

Many useful KPIs are proxies because the ultimate KPIs (like revenue) are often lagging indicators. The key is to clarify the link between a metric and the outcome. Pick ...