LaShaun Williams

Yes, I do. We continue to tweak and refine it. The document serves as the single source of truth and artifact for each launch. Here's what in it:StrategyProduct/feature/c...

This is where tiering comes in handy. We adjust the depth and breadth of GTM plans based on the estimated impact of the launch. We also decouple product launches from pro...

I segment communications into three audiences:Product management Project DRIs (Directly Responsible Individuals, typically marketing team members)LeadershipCommunication ...

This is a great question. In my overcommunication with leadership, I am very open about the skill levels of my directs, what I think they're currently capable of, and w...

We communicate updates and progress two ways. For each launch, we create a Slack channel specific to that launch and the people directly involved in decision-making and e...

One of the most important outcomes of stakeholder management is getting buy-in, and that comes easiest when there's trust. Getting buy-in is absolutely critical to moving...

I really enjoyed launching branching and merging at Figma. It's a technical feature that is challenging to build as well as communicate to a non-developer audience. Both ...

Tying your work to tangible outcomes, specifically those related to product growth and revenue, and socializing it has worked well for me. Here's my approach: Have a rev...

Ask yourself what it really means to connect the product to the customer? You'll see that it's more than the features you build and launch alongside your Product Manage...

Engineering timelines change for a variety of reasons. It's just the nature of the work. To help manage the expectations and emotions of others working on the marketing t...