Poorvi Shrivastav

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 confidence with executives. I usually form my opinions based on data and experience with the help of my team and then present to executives, reiterate multiple times with the help of visuals and then share broadly with teams after alignment. Sometimes, I'd use competitive (e.g. a market is already saturated in a particular segm ...Read More

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/ purchasing statements). Once you are post GTM fit, then it makes sense to go further out to 12 months and provide dates for 6 month launches. I typically suggest including major product changes that the team is fairly (> 90%) confident on delivering along with separate comms on other smaller changes that might be relevant for ...Read More

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 comes to prioritizing customer feedback. Maybe a feature gets priority if there are X number of smaller customers asking for it or a larger customer (provided we can platformize the feature) is worth Y ROI. Whatever be the framework, you need a common understanding because these requests aren't one off so product and sales lead ...Read More

It varies. Mostly the stakeholders fall in four categories Customers especially in B2B larger enterprise products (there is sometimes more control here) Partners like engineering, design, data science etc. who provide feedback and help crystalize the sequencing of work Senior leadership who often wants a concrete, confident and rationale driven roadmap but sometimes might also have top down asks [Optional] For core, platform or internal products - Internal stakeholders like other product leaders ...Read More

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. Some beneficial titles could be: Strategic Partnerships Manager Product Integration Partnerships Manager Partner Solutions Manager For example, in a B2B SaaS environment, partnerships roles can develop key PM skills: Technical Integration: Managing API integrations with partners builds technical understanding. Pricing Strategy: ...Read More

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 that comes from building connections by getting to know more about your team members. Be empathetic but also efficient in delivering outcomes - don't shy away from giving feedback. I made this mistake early on. Timely, example driven and action focussed feedback can drive huge value for you and your team. This might be trivial but ...Read More

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 vision related to just their own product area or business vertical. Spoken differently, they fail to treat company over their own team. Analysis that takes into account the holistic view of the company (even if it hurts your own area in short term) brings confidence and conviction with senior leadership.  The hierarchy of needs whe ...Read More