Poorvi Shrivastav

I think there are a lot of frameworks when it comes to prioritization. At the end of the day, what is important for me is a combination of prioritizationsequencingto arri...

I think executives in all shape and form need guidance from domain experts. They are looking for product leaders to have confidence in their conviction and share the same...

I think public roadmaps make sense once you are post product market fit but it's important to remember to only lookout 6 months or so (with safe harbor for future usage/ ...

This is the best scenario in my opinion. Reason being, as a product leader you can both help define the future of your product as well as develop confidence and guide you...

Love this question and have witnessed this scenario often. I'd say try to establish a common framework with your sales leadership so noise doesn't misguide signal when it...

It varies. Mostly the stakeholders fall in four categoriesCustomers especially in B2B larger enterprise products (there is sometimes more control here)Partners like engin...

I think it depends on whether the product has a market fit or not. If it's pre market fit, then we'd want to lean towards prospects to ideally find a core group of sticky...

As a product leader, I've seen successful transitions from partnerships to product. While titles matter, your actual experiences and demostrated skills are more crucial. ...

Establish connections with your team - a mutual shared understanding of individual values and drivers is important to building a cohesive team. The first step towards th...

A common mistake most product managers and sometimes even senior product leaders make while convincing c-suite in favor of a particular decision is bringing in tunnel vis...