Sheila Hara

In the field of product management, there isn't really a "typical" career path. Product management is highly flexible. Some product managers may transition into related fields like marketing, sales, or even corporate strategy. Others might find their niche in a particular stage of product management and choose to specialize rather than move up the ladder. The path can also be nonlinear, with professionals moving between companies, roles, and industries based on opportunities and personal interes ...Read More

apologies for the long read, in advance When considering the growth of Product Management competence within an organization, it's crucial to strike a balance between nurturing internal talent and bringing in fresh perspectives from the broader market. Both approaches have their unique advantages and can complement each other in building a robust PM team. Growing PM competence internally offers several benefits. It promotes a deep understanding of the company's culture, processes, and products, w ...Read More

I’ve definitely been in this situation—where the engineering leader is sharp, experienced, and maybe even skeptical about what value a PM adds. And honestly? I start with empathy. If they’ve never worked with a strong PM, their default assumption might be:“I already talk to customers. I already know what to build. What’s the PM doing that’s not duplicative?” So instead of jumping into a job description, I try to show them how a great PM actually makes their job easier. Here's how I frame it: “Yo ...Read More

I’ve worked in very different product environments—from early-stage startups, to scaled giants like Walmart, to a mature but growing company like Barracuda—and I’ve seen how the role of product vision evolves at each stage. 0→1 (Startup phase) At this stage, product vision is the product. It’s your north star when there’s no data, no users, and very little structure. When I worked at a startup, our product vision was the story we told to early customers, to ourselves when things were uncertain, ...Read More

You’re absolutely right—product management often feels like being pulled in all directions. At any given moment, you’re balancing customer needs, technical realities, business metrics, and stakeholder expectations. And here’s the truth: you can’t make everyone happy. But you can keep everyone aligned around the outcome you’re driving. When I feel that tension (and I’ve felt it at startups, at Walmart, and now at Barracuda), I come back to one central question: “What is the most important problem ...Read More

Start by listening obsessively and aligning relentlessly. It’s tempting to jump into “fixing mode”—new VPs often feel pressure to prove their value fast. But the real superpower at this level isn’t doing more—it’s aligning more: the strategy, the team, the company, and the customer all into a coherent, focused direction. Spend your first weeks listening deeply: to customers, to execs, to your product team, to sales and support. Not just what they’re saying, but why they’re saying it. What do the ...Read More

Building a successful outbound product management function requires more than aligning with sales or writing flawless messaging—it demands strategy, integration, and focus on outcomes Treating Outbound PM as “Sales Support” Instead of Strategic PartnersOutbound PM isn’t just about decks and demos. When companies position them as mere sales enablers, they miss the chance to leverage strategic market insights that can shape product direction. As Marty Cagan emphasizes, “Strong product teams don’t ...Read More

If your company doesn't currently have a formal product strategy, developing one is a crucial step towards ensuring that your product development efforts are aligned with your business goals. Here’s a step-by-step guide to creating a product strategy: 1. Define Your Vision and Goals Vision: Start by defining a clear, inspiring vision for what you want your product to achieve in the long term. This should align with your company’s overall mission. Goals: Set specific, measurable goals that suppor ...Read More

This is the classic build vs. buy dilemma, and one that Marty Cagan and others have weighed in on often. My starting point is this: Does this capability differentiate us in the market? If the answer is no, then buying or partnering is usually the smarter path. Here’s a simple framework I often use: 1. Strategic Value Core Differentiator: Does building this in-house create a strategic advantage or unique customer value? If yes → lean toward building. If no → lean toward buying or partnering. 2. S ...Read More

Roadmaps are as much about communication as they are about planning—so the right level of detail depends on who it’s for and how far ahead you're looking. I usually approach it with this mindset:“Be fixed on the outcomes. Be flexible on the how. Be clear on the why.” Fixed: Outcomes, Themes, and Near-Term Work I keep the next 1–2 quarters more detailed and committed, especially when it comes to key initiatives tied to revenue, customer commitments, or cross-functional dependencies. This includes ...Read More