Leo Sadeq

The first step isn't building, it's figuring out the problem you're solving. Too many founders jump into development without validating the core issue. Id start with customer discovery: talk to potential users, understand their pain points, and map out the unmet needs in the market. What matters is that youre solving for real users and not chasing tech trends. If you don’t have a crystal-clear understanding of the problem, your product will end up as a solution in search of a problem. Build fast ...Read More

There are a few things I can use here to get things less surprising and more efficient. First off, you need to streamline decision-making. The RACI matrix is useful here so you can identify who's calling the shots for each project area and empower them to make quick decisions. Next, overhaul your communication by having daily standups for the core team, bi-weekly updates for key stakeholders, and monthly executive briefings. You can use tools like Slack and Asana to keep everyone in the loop wit ...Read More

There is no right answer to this. But there is a good way to at least have a basic idea that will inform the next stage of the interaction. What matters to me, is who they are, how they think, how they deal with pressure and what value can be added. Personal I aim to understand their communication style, values, and preferences to ensure a productive relationship. This sets the tone for trust and openness which is a keystone for collaboration. I ask myself: How can I build rapport and ensure we ...Read More

I answered a similar question before and my answer hasnt changed yet. I think the answer here varies depending on what level of the PM ladder youre in. But, if I were to list down the key pillars, Id say: communication skills - As you know, one of the key responsibilities for a a PM is to articulate vision, strategy, and rationale in a compelling way to inspire and align teams so that everyone is aware of what theyre doing with no issues. I think its this specific point or skill that can break o ...Read More

Before going in, we have to know who owns what. This is how Id go about it: Generally, a PM owns the what and why. Marketers own the when and how. Product should own the GTM strategy, not marketing, even though a PM with a marketing background can. The reasoning is simple: the product team knows the user better than anyone else. A lot of traditional thinking places this burden on marketing, but high-performing companies are moving away from this siloed approach by mixing product and growth (some ...Read More

From my experience, you should never invest in another product unless your first product has achieved PM-fit because you dont want to kill the momentum and growth youre already seeing by splitting your customer's attention in two different directions (unless your new product is serving another ICP and totally different GTM). Otherwise, Id introduce another product if: Your current product’s growth is plateauing and you dont have any more innovative ideas to add to the product. Pay attention to w ...Read More

If I were to narrow it down even though its not necessary to learn much technicality, Id focus on: data analytics and interpretation - because good PMs mix qualitative with quantitative data to decide what features to have, things to drop, etc Most analytics platforms like Mixpanel and Amplitude offer courses and resources on how to use their products can be a good starting point. For the interview here, just share examples where data directly influenced product decisions. Mention specific tools ...Read More

I like this quote but it's a hell of a lot easier said than done when dealing with corporate bureaucracy. Id really focus on going hardcore on this: Find allies who get it - product leads, engineers, designers who are hungry to move fast. You need a core team that's ready to break some eggs. Create an MVP as a limited test to gather data but label it as a controlled test. it's harder for risk-averse execs to shoot down a "learning opportunity." This WILL be rough around the edges so have stakeho ...Read More

I think the answer here varies depending on what level of the PM ladder youre in. But, if I were to list down the key pillars, Id say: communication skills - A PM must articulate vision, strategy, and rationale in a compelling way to inspire and align teams so that everyone is aware of what theyre doing with no issues. Prioritization 2.0 - Let me explain. The traditional approach to prioritization often revolves around short-term gains or stakeholder pressures. A forward-thinking PM should prior ...Read More

In a sales-driven org, an alignment with the product vision is the most crucial. Listening to what the sales team is dealing with, complaining about, wish to have, etc is key here. You can aim to remedy most of that and be open to sensing the changes on the ground and make pivots when needed without harming the product vision. You must also address why what you suggest is ideal for them and can ultimately boost revenue, sales satisfaction and user's. One common issue here that comes often is the ...Read More