Milena Krasteva

This reminds me of an interview question I got a very long time ago: "Is it better to have a bad team or a bad manager". In both cases, you'd rather not find yourself in ...

It seems all too easy to NOT get roadmap buy-in. Sometimes, it can feel like the default answer is always "No" at first, and despite all the work you have done, you are g...

One area of frustration is when everybody wants to play the role of product manager informally but very few have any formal training or experience in product management. ...

The two disciplines are very different, despite some intersections on go-to-market, outbound communications, and occasional blurred lines between the roles in some compan...

In my experience, the learning curve happens in the current role, as a prerequisite to transitioning into the next. You have to be operating at the next level already and...

1:10 is what has been used as a rule of thumb in my experience. A PM wears many hats. If you don't have a program manager (pgm/tpm) 30% - 40% of the PM's time may be goin...

Many promotions happen because the person was already performing and showing up as being at the next level. Depending on the company, the Director role marks a clearer li...

I'd love to answer this in a slightly different way: The single most important skill, that cannot be rated highly enough is Communication. Many other soft skills are fund...

Fairly easily potentially, compared to transitioning from other less-related fields. Product Management is as much art as it is discipline or science. Leveraging technica...

In general, the progression from any level to the next is a matter of demonstrating increasing levels of skill in product definition, technical or domain expertise, abili...