Product Mastery Now For Product Managers, Leaders, And Innovators podcast

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Tinfoil Swans

vor 1 dayvor 1d ago

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Food & Wine has led the conversation around food, drinks, and hospitality in America and around the world since 1978. Tinfoil Swans continues that legacy with a new series of intimate, informative, surprising, and uplifting conversations with the biggest names in the culinary industry, sharing never-before-heard stories about the successes, struggles, and fork-in-the-road moments that made them who they are today. Each week, you'll hear from icons and innovators like Daniel Boulud, Guy Fieri, Mashama Bailey, and Maneet Chauhan, going deep on their formative experiences, the dishes and meals that made them, their joys, doubts and dreams, and what's still on the menu for them. Tune in for a feast that'll feed your brain and soul — and plenty of wisdom and quotable morsels to savor later. New episodes every Tuesday.

Product Mastery Now for Product Managers, Leaders, and Innovators

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Inhalt bereitgestellt von Chad McAllister, PhD and Chad McAllister. Alle Podcast-Inhalte, einschließlich Episoden, Grafiken und Podcast-Beschreibungen, werden direkt von Chad McAllister, PhD and Chad McAllister oder seinem Podcast-Plattformpartner hochgeladen und bereitgestellt. Wenn Sie glauben, dass jemand Ihr urheberrechtlich geschütztes Werk ohne Ihre Erlaubnis nutzt, können Sie dem hier beschriebenen Verfahren folgen https://de.player.fm/legal.

Welcome to Product Mastery Now, where you learn the 7 knowledge areas for product mastery. We teach product managers, leaders, and innovators the product management practices that elevate your influence and create products your customers love as you move toward product mastery. To see all seven areas go to https://productmasterynow.com. Hosted by Chad McAllister, PhD, product management professor and practitioner.

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340 Episoden

#MBA #Chad McAllister #PhD - Helping Product Managers become Product Masters #Careers #Product Management #Business #Marketing

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Product Mastery Now for Product Managers, Leaders, and Innovators

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Inhalt bereitgestellt von Chad McAllister, PhD and Chad McAllister. Alle Podcast-Inhalte, einschließlich Episoden, Grafiken und Podcast-Beschreibungen, werden direkt von Chad McAllister, PhD and Chad McAllister oder seinem Podcast-Plattformpartner hochgeladen und bereitgestellt. Wenn Sie glauben, dass jemand Ihr urheberrechtlich geschütztes Werk ohne Ihre Erlaubnis nutzt, können Sie dem hier beschriebenen Verfahren folgen https://de.player.fm/legal.

Welcome to Product Mastery Now, where you learn the 7 knowledge areas for product mastery. We teach product managers, leaders, and innovators the product management practices that elevate your influence and create products your customers love as you move toward product mastery. To see all seven areas go to https://productmasterynow.com. Hosted by Chad McAllister, PhD, product management professor and practitioner.

… continue reading

340 Episoden

#MBA #Chad McAllister #PhD - Helping Product Managers become Product Masters #Careers #Product Management #Business #Marketing

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552: Building smarter AI-driven products customers love – with Juanjo Duran 18:31

vor 2 Tagen18:31

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18:31

How product managers can build customer-centric AI products Watch on YouTube TLDR Juanjo Duran, Chief Product Officer & Chief Marketing Officer at Exoticca, joins Product Mastery Now to share how to create AI-powered product features customers actually love, not just features that sound impressive. Drawing on 25+ years in diverse leadership roles, Juanjo discusses leveraging customer obsession, data-driven decisions, and practical frameworks to balance innovation with execution. Learn how to embed AI across teams, structure innovation projects, and use the customer journey—from inspiration through to objection handling—as your roadmap for building differentiated products that deliver real value. Introduction Picture this: You’re a product leader trying to build AI features that customers actually use, not just technology that sounds impressive in board meetings. You’re scaling your product organization while maintaining innovation momentum. And you’re doing all this in an industry where the stakes for getting it wrong are high. We are discussing building smarter products that integrate AI that customers actually want. We’ll also explore practical frameworks for balancing innovation with execution in rapidly scaling organizations. Our guest is Juanjo Duran, Chief Product Officer and Chief Marketing Officer at Exoticca, a leading travel tech platform that provides multi-day travel packages. Juanjo brings a unique perspective—25+ years in consumer goods at P&G and Mars, operations leadership at easyJet, marketing at eDreams, and now product leadership at Exoticca. Summary of Concepts Discussed for Product Managers Key Topics & Takeaways From FMCG to Travel Tech: The Leadership Thread Juanjo describes his journey from Procter & Gamble and Mars, to travel and product leadership at Exoticca. The unifying principle? Putting the customer at the center, leveraging data-driven decisions, and focusing on how brands create value. The Travel Customer Journey Redefined In travel, the journey starts the moment a customer begins browsing for trips, not just when booking or traveling. Product pages are transformed to make users fall in love with destinations, describe the experience simply, and address objections upfront. Structuring Innovation: Purpose-Driven Evaluation Initiatives at Exoticca are filtered by their fit with company purpose: making dream trips accessible, creating extraordinary experiences, and serving customers end-to-end. Innovation efforts are prioritized by value to customers, strategic fit, feasibility, and business impact. The AI Journey: From Efficiency to Customer Value Early AI efforts focused on automating repetitive tasks for efficiency. The real shift came from asking: “How can AI deliver better value for customers?” AI is embedded across every team, used in personalizing customer experiences, managing dynamic trip pricing, addressing customer queries (pre/post booking), and predicting pricing far in advance. Innovation Project Structure Cross-functional discovery and alignment at the outset saves time later. Prototyping, rapid iteration, and A/B testing form the foundation of execution. Not every tool or solution needs to be built in-house—focus in-house efforts on core differentiators, and look outward for other solutions. Useful Links Connect with Juanjo on LinkedIn Learn more about Exoticca Innovation Quotes “The best way to predict the future is to create it.” – attributed to Peter Drucker “Inspiration? Of course it exists but it has to find you working.” – Pablo Picasso Application Questions How can your organization better map and influence the customer journey to enhance product experiences? When thinking about adopting AI, how do you balance efficiency gains versus solving genuine customer problems? What criteria should guide your decision to build versus buy AI or tech solutions? How can cross-functional collaboration be improved during the innovation process in your organization? Which part of your product experience could be transformed by focusing on customer emotions rather than solely on features or benefits? Bio Juanjo Duran is a Global Travel and FMCG Executive (CEO/CMO/CPO) passionate about how Technological transformation can improve consumers’ lives. Currently CPO and CMO of a game changing travel tech disruptor where he is exploring AI as a Value Accelerator for consumers. Juanjo was previously CEO of Deliberry, a game changing grocery business disruptor and also Venture Capital Investor and Consumer & Brand Tech Advisor. Juanjo is passionate about change and leadership. He was lucky to learn from the best leaders and the best companies: 20 years in P&G learning from the best about proactively and methodically driving brand’s constant growth, 7 years in Mars Inc learning from the best about leading people through values and principles and learning from the best about digital transformation in the most evolved industry, TravelTech, at easyJet and eDreams ODIGEO, still the biggest e-commmerce in Europe. Juanjo believes that technology has to help us to live better and wants to be an active part of that. He is now leading a very promising project that will allow people to travel more and better. Thanks! Thank you for taking the journey to product mastery and learning with me from the successes and failures of product innovators, managers, and developers. If you enjoyed the discussion, help out a fellow product manager by sharing it using the social media buttons you see below. Source…

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2025 Special: My favorite product innovation conference – with Spike Ross-Corbett and Bill Reid 21:58

vor 9 Tagen21:58

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21:58

The 2025 PDMA Ignite Innovation Summit Watch on YouTube TLDR Today I’m sitting down with Bill Reed and Spike Ross-Corbett, PDMA board members and co-chairs of the 2025 Ignite Innovation Conference planning committee. We reflect on top takeaways from past PDMA conferences, including invaluable lessons on customer research, adaptive product development, building cultures of innovation, and leveraging networking opportunities. Spike and Bill also offer a sneak peek into this year’s conference in Chicago, highlighting fresh formats, hands-on workshops, and powerful networking. Get practical insights to elevate your product management game and learn how to unlock a special discount for the upcoming summit. Introduction As a product professional, what is your favorite conference to attend? We have a lot of good options, but mine has been Ignite Innovation , which the Product Development and Management Association (PDMA) runs annually. I attended the first one in 2006 after hearing about it in a local group of product professionals. Since then, I have attended most years when I could, and I will be there again this year. It is being held at the Marriott Marquis in Chicago from September 13th-16th. This episode will discuss examples of what we have learned at past conferences and what we expect to learn this year. Joining me are two board members of PDMA who are also the co-chairs for the committee planning the conference—Bill Reid and Spike Ross-Corbett. Summary of Concepts Discussed for Product Managers PDMA Ignite Innovation Conference: My favorite product development and management conference, hosted in Chicago, September 13th-16th, 2025. Meet the Guests: Bill Reed: Leads product and innovation teams at Boulder Imaging, with a rich history in innovation, patents, and engineering. Spike Ross Corbett: Heads product development at Portland Marketing Analytics, focusing on making marketing ROI analysis accessible. Past Conference Takeaways: Geoff Thatcher’s Experience Design Model: Apply theme park design (attract, trust, inform, internalize, act) to product management. ( 423: Transforming products into experiences – with Geoff Thatcher ) Andrea Ruttenberg on Voice of Customer: Needs-based interviews are the foundation for innovation success. You don’t need hundreds—just strong qualitative insights. ( 477: Three-step VOC system – with Andrea Ruttenberg, PhD ) Marissa Mayer’s 20% Time Story: Google’s AdSense was born from a culture that allows even “bad ideas” to be pursued, powering breakthrough innovation. Networking Impact: Random dinner groups at past conferences fostered lasting professional connections. Peter Monkhouse on Embracing Uncertainty: Adaptive, iterative development and embracing uncertainty helps PMs tackle ambiguity with confidence. ( 439: Differences and similarities between product and project management – with Peter Monkhouse ) Sarah Robb O’Hagan on Qualitative Interviews: One-on-one interviews with 12 high school athletes gave Gatorade the insights they needed to turn around a struggling company. DFW Innovation Culture (Outstanding Corporate Innovator Award Winner): Everyone can be an innovator. Cross-org training fosters every-employee innovation, even in public sector contexts. ( 508: The practices of the most innovative companies – with 2024 Outstanding Corporate Innovator winner ) Stop the Stupid: Doug Hall’s catchphrase to remind everyone on your team to innovate. ( 522: Stop the stupid using proactive problem solving – with Doug Hall ) AI-Accelerated Design Sprints: Hands-on workshops integrating AI with design sprints showcased in St. Louis. ( 517: How to conduct an AI Design Sprint – with Mike Hyzy ) 2025 Conference Preview: Tangible, Practical Tools: Sessions will give attendees actionable frameworks and tools. Themed Tracks: Innovation execution Product and innovation strategy Deming Institute track on applying systems thinking to innovation Outstanding Corporate Innovator (OCI) Winners: Insights from a century-old company that’s reinventing itself and a fast-growing new entrant. Research to Reality: Engaging academics and practitioners in high-energy, collaborative sessions. Workshops Featuring Industry Experts: Competitive analysis with Dell’s Jay Nakagawa and AI applications in product with MIT’s Dave Robertson. Mastermind Sessions: Guided problem-solving sessions and deep discussions about real problems that product managers face Networking Opportunities: City tours and excursion to innovation hub (MHUB). Innovation Cafe: I’ll be conducting podcast interviews in the Innovation Cafe—come find me! Useful Links Register for the PDMA Ignite Innovation Conference and use code PDMAChad20 for 20% off your registration for the All-Access Pass or the Summit Pass Listen to interviews with Ignite keynote speakers Listen to 546: Strategic foresight gives product managers a competitive edge – with Jod Kaftan Listen to 548: Building a culture of fearless product innovation at Snap-On Tools – with Ben Brenton, PhD Coming soon: 553 with Robin Champ Innovation Quote “Someone is going to make your product obsolete. Make sure it’s you.” – Edwin Land “I can’t spare this man: He fights.” – Abraham Lincoln Application Questions What is the most valuable lesson you’ve learned from a professional conference, and how did it impact your product management approach? How can organizations empower employees at every level—not just product or engineering teams—to contribute to innovation? In what ways have you embraced uncertainty in product development, and what processes or tools have helped you do so? What differences have you observed in innovation strategies between established organizations and startups? How has or how could cross-industry networking at events like PDMA’s Ignite Innovation contribute to your product management success? Bio Spike Ross-Corbett is the Summit Chair and a member of the Board of Directors for the Product Development and Management Association (PDMA), where he leads the vision and execution of the annual Ignite Innovation Summit. Professionally, Spike is a Product Manager at Portland Marketing Analytics (PortMA), managing SaaS platforms that deliver data-driven insights and operational efficiency. Spike holds a Bachelor of Science degree in Economics from the University of Southern Maine. Before his career in product management, he served in the United States Coast Guard, where he oversaw ordnance programs and training initiatives. He currently resides in Maine. Bill Reid brings over 35 years of experience in all aspects of product development, from start-ups to global corporations like Ford, GE Aircraft Engines, GM, and Covidien. Since 2007, he has led innovation and consulting efforts through his company, Immersed, and currently serves as Vice President at Boulder Imaging, overseeing hardware engineering, production, supply chain, and professional services. Bill is a certified New Product Development Professional, serves on the PDMA board, and holds degrees in mechanical and aerospace engineering. He is the inventor or co-inventor on 24 U.S. patents and the author of Immersed in the Cave , a self-published book on innovation. Thanks! Thank you for taking the journey to product mastery and learning with me from the successes and failures of product innovators, managers, and developers. If you enjoyed the discussion, help out a fellow product manager by sharing it using the social media buttons you see below. Source…

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551: Make innovation work using ISO 56001 – with Magnus Karlsson, PhD 38:38

vor 16 Tagen38:38

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38:38

Why product managers need a systematic framework to de-risk innovation Watch on YouTube TLDR This episode dives deep into the new ISO 56001 standard for innovation management with Dr. Magnus Karlsson, a global leader in the field and a key contributor to the standard. Learn why systematic innovation matters, how ISO 56001 can help organizations move beyond ad hoc creativity to reliable business results, and what practical steps product managers and leaders can take to build innovation capabilities—plus resources for making the standard actionable in your organization. Introduction Are your innovation efforts consistently delivering results, or do they feel more like a series of random experiments? We’re diving into systematic innovation management with one of the foremost experts in the field. This isn’t just about being more creative – it’s about transforming how your organization turns ideas into market success, reliably and repeatedly. Every product leader faces the challenge of delivering value that drives business growth while managing risk. Without a systematic approach, you’re essentially gambling with your innovation resources. In this episode, you’ll discover exactly how to implement a systematic innovation management approach based on the recently published ISO 56001 framework. Our guest is Dr. Magnus Karlsson, Adjunct Professor in Innovation Management at KTH Royal Institute of Technology in Stockholm. Magnus has over a decade of experience as Director of New Business Development and Innovation at Ericsson, where he developed approaches to collaborative innovation. He built on that experience and for nearly 20 years has been instrumental in developing international innovation management standards with the Swedish Institute for Standards, a key contributor to ISO standards. Magnus is also a partner at Amplify, a Sweden company that helps organizations across the world to innovate. While your competitors might still be relying on inspiration and luck, you could be implementing a proven system that delivers consistent innovation results. Summary of Concepts Discussed for Product Managers Systematic vs. Random Innovation: Most organizations still treat innovation as a series of random experiments. ISO 56001 offers a holistic management system, making consistent innovation possible. The Need for Standards: Despite abundant research on what drives innovation, companies struggle to apply best practices at scale, and some organizations risk losing their innovative capability. The ISO 56001 standard codifies proven methods for innovation into a plug-and-play framework. Origins & Purpose of ISO 56001: Developed out of real-world challenges at companies like Ericsson, the standard helps organizations measure, sustain, and grow their innovation capability with clear, certifiable requirements. Framework Overview: Core elements include: Context Analysis: Understand new technologies and opportunities. Innovation Intent: Consider why you need to innovate and what you must achieve. Leadership Involvement: Engage top management in innovation, including defining innovation strategy and promoting innovation culture. Five Building Blocks of the Innovation Process : Identifying opportunities Generating ideas Validating concepts (hypothesis-driven, low-cost experiments) Development Deployment Continuous Improvement: The standard emphasizes ongoing assessment, maturity modeling, and the PDCA (Plan-Do-Check-Act) cycle to adapt and grow innovation practices. Roles in Innovation: While no fixed roles are prescribed, clear assignment and development of competencies (with a forthcoming competency framework) are critical for success. Senior leadership engagement is vital, with product managers well-positioned to drive bottom-up and top-down adoption. How Product Managers Can Use ISO 56001: Product managers can consider how their current practices may already be aligned to the ISO 56001 framework and how they could improve their practices, then fill any gaps. Certification & Practical Adoption: Adoption of ISO 56001 not only improves internal capability but also bolsters branding, customer trust, and talent attraction. While certification is new, interest is growing, especially among organizations wanting to benchmark or externally validate their innovation maturity. Useful Links Connect with Magnus on LinkedIn Check out Amplify for more resources about ISO 56001 Innovation Quote “Spend a little to learn a lot.” – Vijay Govindarajan Application Questions How would your organization’s approach to innovation change if you adopted a systematic, standard-based framework like ISO 56001? What are the biggest cultural and leadership barriers to consistent innovation in your workplace, and how could a formal management system help address them? In your product management practice, which of the five process building blocks (identify, generate, validate, develop, deploy) tends to be weakest—and why? How might certification in innovation management (like ISO 56001) impact your organization’s external reputation and internal alignment? What steps can product managers take right now to begin closing the gap between innovation aspirations and a repeatable innovation capability? Bio Dr. Magnus Karlsson is a senior innovation management expert at Amplify, adjunct professor at KTH Royal Institute of Technology, contributor to international standardization at ISO, CEN, and SIS Swedish Institute for Standards, and has a background in group-wide innovation management at Ericsson HQ in Stockholm. Thanks! Thank you for taking the journey to product mastery and learning with me from the successes and failures of product innovators, managers, and developers. If you enjoyed the discussion, help out a fellow product manager by sharing it using the social media buttons you see below. Source…

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550: Why most product launches fail and how to ensure yours succeeds – with Rebecca Shaddix 43:19

vor 23 Tagen43:19

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43:19

How product managers can master go-to-market strategies Watch on YouTube TLDR Most product launches fail not because the product is flawed, but because the launch strategy misses the mark. In this episode, product marketing expert Rebecca Shaddix shares a blueprint for go-to-market strategies that drive real impact. Discover why product and marketing must build launch plans together, how to create alignment through ongoing collaboration, and the pillars of an effective go-to-market framework, even in large or siloed organizations. Plus, learn why defining acceptable mistakes can spur faster, safer innovation, and how internal enablement and the Rolling Thunder launch approach create momentum that lasts. Introduction Let’s say you’ve built an incredible product. Your engineering team delivered exactly what you envisioned. The stakeholders are excited and you are feeling good. But guess what, 95% of product launches fail not because the product isn’t good enough, but because it wasn’t brought to market effectively. Let’s help with that by discussing the steps for creating go-to-market strategies that actually work. If you’ve ever watched a brilliant product struggle to find its audience, or felt that sinking feeling when marketing says they need “just a few more weeks” to figure out positioning, or witnessed the chaos that happens when product and marketing teams aren’t aligned, then this episode is for you. Our guest, Rebecca Shaddix, knows a lot about creating go-to-market plans. She has built go-to-market strategies for some of the fastest-growing tech companies in the US. As Senior Director of Product Marketing at 15Five and founder of the award-winning consulting firm Strategica Partners, she’s helped launch complex products that went on to drive millions in revenue. She’s the former marketing director at GoGuardian—the fastest-growing education company in US history—and she’s been a contributor to Forbes for more than a decade. Summary of Concepts Discussed for Product Managers The Real Reason Most Launches Fail: 95% of launches stumble due to poorly executed market communication, not underlying product issues. Collaborative Go-To-Market Planning: The handoff between product and marketing is a recipe for confusion and missed opportunity. Instead, Rebecca recommends an ongoing, bidirectional process where insights are shared, teams are co-creators, and monthly (or more frequent) joint meetings ensure mutual investment and understanding. Customer Advisory Boards: Minimize silos and increase trust and credibility across teams by creating cross-functional customer advisory boards. These boards amplify customer insights and bring users closer to product leaders—and to each other. Acceptable Mistakes: Frame launches as controlled experiments. By agreeing upfront on specific, acceptable mistakes, teams can move faster, reduce anxiety, and tailor their efforts to the business’s top priorities. Rebecca’s Four Pillars of Go-To-Market: Market Insights & Research: Validate you’re building the right thing for the right people. Positioning: Clarify theme and messaging before creative work or marketing begins. Internal Enablement: Ensure every team has the right info (and only what they need) to do their job, and establish clear communication channels for post-launch feedback and problem-solving. Product Launch – Rolling Thunder Approach: Continue to respond to customer feedback and iterate after launch. Pre-Mortem and Post-Mortem Reviews: Use pre-launch (pre-mortem) meetings to predict risks and tripwires, and post-launch (post-mortem) retrospectives to reflect and continuously improve. Useful Links Connect with Rebecca on LinkedIn Learn more about Strategica Read Rebecca’s Forbes article, “Why Every Strategy Needs An ‘Acceptable Mistake” Read Rebecca’s Forbes article, “How To Create Great Go-To-Market Strategy” Innovation Quote “Know your miss” – from playing disc golf Application Questions What communication or collaboration barriers exist between your product and marketing teams, and how could you break them down? How do you currently gather and share customer insights? Could a customer advisory board improve your internal alignment or product decisions? Have you ever explicitly discussed acceptable mistakes ahead of a launch, and how might that change your team’s willingness to experiment? Of the four go-to-market pillars Rebecca describes, which is your organization strongest in, and which is most overlooked? How could you apply the “Rolling Thunder” approach to an upcoming product or feature launch in your organization? Bio Rebecca Shaddix is a seasoned marketing executive and go-to-market strategist with a proven track record of driving significant revenue growth across various industries. With a unique background that combines deep technical expertise, data-driven marketing, and empathetic leadership, Rebecca has led high-growth companies in education, healthcare, and SaaS to impressive success. Her approach is rooted in a research background, allowing her to blend analytical thinking with creative marketing strategies. As a Forbes contributor and recognized thought leader, Rebecca brings insights into the societal impacts of technology, particularly in areas such as AI’s role in solving global issues and fostering diversity in tech. Her ability to align technology-driven solutions with broader missions while driving substantial business results sets her apart in the marketing and leadership landscape. Thanks! Thank you for taking the journey to product mastery and learning with me from the successes and failures of product innovators, managers, and developers. If you enjoyed the discussion, help out a fellow product manager by sharing it using the social media buttons you see below. Source…

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549: Mastering product innovation, based on 60 years of design insights – with Scot & Walter Herbst 42:01

vor 4 weeks42:01

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42:01

A product management methodology that guarantees market success Watch on YouTube TLDR This episode is a deep dive into practical product innovation with Walter and Scott Herbst—a legendary father-son duo boasting over 230 patents and decades of product success. They share their proven, data-driven methodology, pivot stories, and the importance of truly understanding customer problems. Listeners learn how to avoid common innovation pitfalls, leverage multiple solution paths, and set themselves up for product success, whether they’re in a Fortune 100 or a startup. Introduction How does product innovation really work? This episode is a master class in the art and science of product innovation with two masters of the craft – a father and son duo who together hold over 230 patents and have shaped products you likely use every day. Innovation isn’t a buzzword for our guests – it’s the family business spanning three generations. For product managers feeling the constant pressure to create the next big thing while managing stakeholders, resources, and market realities, you’ll learn how creative ideas become commercial successes. Our guests are Walter and Scot Herbst of the Herbst Produkt design firm. They bring an extraordinary perspective to product innovation. Dr. Walter Herbst, recognized by Business Week as one of the ‘Fathers of Product Design,’ founded his first design consultancy in 1962 and later created Northwestern University’s prestigious Master of Product Design and Development Management program. His son Scot now leads their Silicon Valley design firm, partnering with Fortune 100 companies and breakthrough startups alike on award-winning products across healthcare, consumer tech, and more. We are about to learn practical wisdom earned through sixty years of successful product development – insights that could make the difference between your next product’s success or failure. Summary of Concepts Discussed for Product Managers Iconic Product Stories: Smith & Nephew: A company that makes tools for medical procedures. Tasked with “how do you sell more knees?” The answer wasn’t a new product, but a redesign of the surgical tools—leading to increased sales through better ergonomics and usability. Slice: Pivoted from crowded home goods to the overlooked commercial cutting space, ultimately building a 70+ product portfolio and a successful acquisition. The Proven Herbst Innovation Methodology: Phased approach: Discovery & definition Concept development Refinement Final design Commitment to a proven, repeatable process—so much so they’ve guaranteed client success. Heavy emphasis on understanding the real problem before jumping to solutions. Tools & Tactics: Deep user research: Ethnography and direct observation to catch customer pain points and behaviors not revealed in surveys. Collaborative, iterative solution generation: Encourages bringing multiple ideas to the table, and rigorous filtering before converging on the best one. Documenting “what it is and what it is not” early, then posting for persistent team alignment. Organizational Wisdom: Methodology is the backbone—style isn’t enough. Success comes from open-mindedness and the discipline to revisit assumptions. Teams should be comfortable discarding ideas and avoiding low-hanging fruit to pursue truly valuable innovations. Useful Links Learn more about Herbst Produkt Check out the Master of Product Design and Development Management at Northwestern Check out Mastering Product Innovation Connect with Herbst Produkt on LinkedIn or Instagram Innovation Quote “There is no prize for solving correctly what proves to be the wrong problem.” – Emeritus Dean Julio Ottino from Northwestern University “Lasting products are built on a solid foundation. A strategic approach is your bedrock.” – Scot Herbst Application Questions How do you ensure your team truly understands the real problem before moving to solutions? What methods or rituals help your organization resist the temptation to chase the first or most obvious solution? How do you incorporate ethnographic research or direct observation into your product development process? In what ways could your innovation process benefit from more rigorous segmentation or user criteria early on? What practices do you have in place to keep teams open to pivoting—like Slice’s shift from consumer to commercial markets? Bio Walter is a partner in Herbst Produkt, Santa Cruz, CA, which has won more design awards in the US, per employee, and has been honored by the Edison Foundation every year for the last 13 years. He holds 124 US patents in housewares, hardware, medical, and commercial products. He is a Fellow of the National Academy of Inventors and the recipient of the “Distinguished Professor” award from Northwestern University where he founded the Master of Product Design and Development Management program. Additionally, Walter has served as an expert for the UN World Intellectual Property Organization, presenting his winning methods for the design and development of products both at the UN in Geneva as well as to individual organizations representing developing countries. Scot Herbst is a 2nd generation designer and creative director based in the SF Bay Area. His diverse range of award winning work includes consumer electronics, packaged goods, medical, life-science, furniture and lifestyle products. He and the team at Herbst Produkt have consistently delivered innovative products, experiences and brands that help propel design-driven companies from startups to established Fortune 100 companies. herbstprodukt.com Scot is currently the Creative Director and Principal at Herbst Produkt and holds advisory roles: Chief Product Officer @ SLICE (sliceproducts.com) industry leader of innovative ceramic tools. Design Advisor @ CUE (cuehealth.com) the future of personal health diagnostics Thanks! Thank you for taking the journey to product mastery and learning with me from the successes and failures of product innovators, managers, and developers. If you enjoyed the discussion, help out a fellow product manager by sharing it using the social media buttons you see below. Source…

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548: Building a culture of fearless product innovation at Snap-On Tools – with Ben Brenton, PhD 33:55

vor 5 weeks33:55

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33:55

How Snap-On puts customers at the center of product management Watch on YouTube TLDR In this episode, Ben Brenton, Chief Innovation Officer at Snap-on, joins me to share practical strategies for fostering a sustainable, fearless culture of innovation. Ben reveals how Snap-on transformed a traditional manufacturing mindset into one deeply centered on real customer insight. He details actionable systems that drive continual breakthrough products—not through motivational rhetoric, but through persistent field engagement, cross-functional collaboration, and relentless focus on customer needs. Whether you work in tools, software, or services, this conversation is packed with lessons on making innovation succeed in any industry. Introduction We have all been in a meeting where someone says “we need to be more innovative” but nobody can explain how to actually make that happen. These are organizations where innovation gets relegated to a buzzword in a value statement instead of becoming the driving force behind breakthrough products. This discussion will change that, providing practical insights into how to build and sustain a culture of innovation – not through motivational speeches or innovation theater, but through practical systems, processes, and frameworks that actually work. My guest is Ben Brenton, Chief Innovation Officer at Snap-on, who for the last 18 years has built what he calls a “culture of fearless innovation” at a company known for making the tools that fix the world. Ben took a traditional manufacturing company and transformed how they approach product development by putting customer insights at the center of everything and creating systems that encourage calculated risk-taking. He’s done this across industries – from consumer goods at Kraft and PepsiCo to industrial tools at Snap-on – supporting that these principles work regardless of your market. You’ll hear practical guidance that separates companies that consistently deliver breakthrough products from those that just hope innovation will somehow happen. Summary of Concepts Discussed for Product Managers Customer-Centric Innovation: Ben attributes Snap-on’s innovation success to putting the end user at the center of everything. Product managers, engineers, and even software developers regularly get out into the field to truly understand customer needs and pain points. Field Research Over Innovation Theater: The company invests in real-world ethnographic research—visiting customers in their environments rather than relying on surveys or remote interviews, which can result in curated or less honest feedback. Prototyping and Iteration with Customers: Snap-on involves customers throughout the development process, from early concepts to full prototypes, ensuring the team doesn’t drift from the original customer needs as ideas become reality. Cross-Functional Collaboration: Great innovation requires breaking down silos. Ben encourages engineers, marketers, product managers, and even finance and legal to participate in customer visits and debriefs, supporting a diversity of insights and buy-in. Customer Interviews: At Snap-on, product managers, engineers, and employees from all functions interview customers in the field, practicing active listening to catch deep insights. They then must bring those insights together into a business recommendation. Scaling the Culture: Ben discusses the importance of top-level support and slow organizational growth—hiring based on need and early wins, rather than building large teams up front. Storytelling Over Pure Data: To drive decisions, Ben emphasizes crafting compelling stories from real customer interactions, rather than just presenting data. Useful Links Learn more about Snap-on Check out Snap-on’s Makers and Fixers initiative Connect with Ben on LinkedIn Check out the PDMA Ignite Innovation Conference , where Ben will be a keynote speaker Listen to episode 120: Product development and management at Snap-on – with Ben Brenton, PhD Innovation Quote “The biggest mistakes in innovation are the products you don’t launch, not the ones you launch and fail.” – Ben Brenton “No one ever makes a decision based on data. People only make decisions based on great stories.” – paraphrase of Daniel Kahneman Application Questions What practical steps can your organization take to ensure product teams have regular, direct exposure to real customers? Have you observed innovation theater in your company, and how did it affect results? What would real fieldwork change? How can cross-functional teams be more effectively included in your product discovery and prototyping processes? What are some stories you’ve encountered where listening to customers fundamentally changed your product direction or messaging? How would a “Makers and Fixers” style campaign look in your industry to celebrate and understand your end users? Bio Bennett Brenton joined Snap-on Incorporated as Chief Innovation Officer and Vice President of Innovation in February 2007. Snap-on is a leading global innovator, manufacturer and marketer of tools, diagnostics and equipment solutions for professional users. Ben’s role is to drive innovative products, solutions and processes that fundamentally change the markets Snap-on serves and enhance customer perception of its brands. Ben has helped to create, support and institutionalize a culture at Snap-on that embraces creativity, risk, change and fearless innovation. In early 2009 Ben launched Innovation Works! – a physical center for innovation at Snap-on’s office in Kenosha Wisconsin. Prior to joining Snap-on, Ben spent 4 years in Marketing at PepsiCo, most recently as the Director of Innovation for the Frito-Lay Convenience Foods division. At PepsiCo he also led innovation as Director of Innovation for Tropicana and prior to that as Director of Innovation for Shelf Stable Beverages. Before joining PepsiCo, Ben was Marketing Director of New Products at Kraft Foods. He spent over 14 years at Kraft Foods, starting as a Research Scientist in Biotechnology and working in various roles with increasing responsibility and scope across R&D and Marketing. Ben has over 20 years of experience focused on new product development, marketing and innovation. Ben is a recognized expert in innovation and an expert at facilitating ideation sessions and customer interviews. Ben holds a Bachelors degree in Biology and a Masters degree in Microbial Genetics from the University of Nebraska. He was awarded a fellowship in Biotechnology from the National Academy of Sciences and received a Ph.D, in Food Science and Nutrition with an emphasis in Molecular Genetics from the University of Massachusetts. He is an active runner, cyclist and triathlete. Thanks! Thank you for taking the journey to product mastery and learning with me from the successes and failures of product innovators, managers, and developers. If you enjoyed the discussion, help out a fellow product manager by sharing it using the social media buttons you see below. Source…

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547: Why product leaders need to understand the hoshin kanri framework – with Mark Reich 40:27

vor 6 weeks40:27

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Vertical and horizontal alignment in product management Watch on YouTube TLDR In this episode of Product Mastery Now, I’m interviewing Mark Reich, senior coach at Lean Enterprise Institute and former Toyota executive, to demystify hoshin kanri —a Japanese strategic framework that transformed organizations like Toyota and powered major innovations such as the Lexus launch. Mark outlines how hoshin kanri enables both top-down and bottom-up alignment, creating a culture where strategy and innovation are owned at every level of the organization. Introduction Product managers know they need to align their work with their organization’s strategy. Often, it’s not clear how to actually accomplish this. We need a strategic framework that can transform how your organization innovates to support strategic objectives. Hoshin kanri is such a framework and has worked for other organizations, including helping Toyota launch Lexus, one of the most successful automotive innovations in history. By the end of this conversation, you’ll understand specific frameworks and tools, like catchball, for connecting your work to the organization’s strategy. Our guest is Mark Reich, Senior Coach at the Lean Enterprise Institute and author of the new book Managing on Purpose . Mark spent 23 years at Toyota, including six years in Japan working directly with Chief Engineers during the Lexus launch. He then managed Toyota’s North American strategic planning process during a period when the company nearly doubled in size. For over a decade, he’s coached executives at companies like GE Appliances, Turner Construction, and Nucleus Software on implementing hoshin kanri for breakthrough results. If anyone can show you how to turn strategic planning into an innovation engine, it’s Mark Reich. Summary of Concepts Discussed for Product Managers What is Hoshin Kanri? Hoshin kanri is a management methodology that defines organizational strategy and engages people at all levels to execute on core objectives. It facilitates both vertical (top-down and bottom-up) and horizontal (cross-functional) alignment. Hoshin refers to the direction of an organization and can also refer to a document of strategic objectives and actions. Kanri refers to the management necessary to execute those actions and achieve those objectives. The Power of Alignment Mark shares how Toyota’s breakthrough with the Lexus brand was achieved by aligning the whole organization—product development, marketing, sales, and manufacturing—around a clear, bold objective using hoshin kanri. It’s Not Just Top-Down Successful strategic execution requires both leadership direction and frontline insight. Innovation often emerges from understanding real customer problems at the ground level. Vertical & Horizontal Alignment Vertical alignment connects executive strategy with actions at every management and frontline level. Horizontal alignment ensures departments and functions work together toward shared objectives, rather than working at cross-purposes. Catchball: The Engagement Mechanism The Catchball process is a key component of hoshin kanri. It facilitates structured dialogue up and down the organization (vertical) and across teams (horizontal), fostering ownership, learning, and consensus on strategic objectives and how to execute them. Practical First Steps for Product Leaders Mark explains how product leaders can start using hoshin kanri by focusing on a handful of clear objectives, breaking them down into actionable departmental and individual goals, and engaging the necessary cross-functional support. Useful Links Connect with Mark on LinkedIn Check out Managing on Purpose Learn more about Lean Enterprise Institute Innovation Quote “Innovation is a bottom-up phenomenon.” – Matt Ridley Application Questions Where does your organization currently struggle most with alignment—vertically between strategy and frontline execution, or horizontally across teams and functions? How could adopting a framework like hoshin kanri help your team connect day-to-day tasks to high-level strategic objectives? What processes (if any) does your organization have in place to capture the raw voice of the customer from those on the frontlines, and how could this be improved? In the context of your current or most recent product launch, what would catchball look like as a structured approach to achieving cross-functional buy-in and action? What three to five strategic priorities would make the biggest impact in your organization if everyone was genuinely aligned and accountable for them? Bio Mark Reich spent 23 years working for Toyota, starting in 1988 with six years in Japan in the Overseas Planning Division, where he was responsible for Product Planning and collaborated with Chief Engineers to define vehicle specifications for overseas markets. This pivotal time was when Toyota introduced the Lexus to the world. In 1994, Mark returned to the US and transitioned to the Toyota Supplier Support Center (TSSC), a non-profit organization Toyota in North America established dedicated to the practical application of the Toyota Production System (TPS). While their, he worked to extend TPS beyond manufacturing into healthcare and non-profits, which remains a key focus of TSSC’s mission. Mark joined Toyota’s Corporate Strategy group in North America in 2001, serving as Assistant General Manager. He managed Toyota’s North American hoshin kanri process during a period of significant growth that saw sales and production nearly double over the next decade. Hoshin kanri was essential for aligning the organization during this transformative time. In 2011, Mark transitioned to the Lean Enterprise Institute (LEI) and has held several positions, including Chief Operating Officer and, since 2018, Senior Coach and Chief Engineer of Strategy. He has led lean transformations and coached executives in hoshin kanri across various industries, with clients including GE Appliances, Legal Sea Foods, Michigan Medicine, Nucleus Software, and others. Mark recently authored the book Managing on Purpose . This workbook is vital for leaders looking to implement hoshin kanri effectively within their organizations. It provides practical insights into developing corporate and departmental hoshins while fostering leadership development and innovation. The book includes a fictional case study, allowing readers to apply hoshin kanri concepts in a relatable context. Mark earned his bachelor’s degree from Ohio Wesleyan University and specialized in Japanese studies at Nanzan University. He resides outside of Cincinnati with his wife and daughters. He is fluent in written and spoken Japanese. Thanks! Thank you for taking the journey to product mastery and learning with me from the successes and failures of product innovators, managers, and developers. If you enjoyed the discussion, help out a fellow product manager by sharing it using the social media buttons you see below. Source…

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546: Strategic foresight gives product managers a competitive edge – with Jod Kaftan 18:20

vor 7 weeks18:20

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How product managers can see around corners Watch on YouTube TLDR In this episode of Product Mastery Now, I’m interviewing Jod Kaftan, service design leader at Launch by NTT Data and former head of product design and research at Oracle, to explore strategic foresight—a methodology that moves product managers beyond traditional road mapping to anticipate and shape the future their products will compete in. Jod explains how evidence-based imagination creates competitive advantage and shares practical tools for applying futuristic methodologies to product development, helping teams escape short-term thinking and position themselves for the futures they can see coming. Introduction Too many product managers are building tomorrow’s products with yesterday’s planning methods. While your competition is reacting to trends after they’ve already taken hold, what if you could be the one who sees the trends coming? In this episode, we are exploring a methodology to give you that advantage—strategic foresight for product managers. This allows you to move beyond traditional road mapping to anticipate and shape the future your products will compete in. This is evidence-based imagination that gives you a real competitive edge. Our guest is Jod Kaftan, previously the Head of Product Design and Research at Oracle and now the service design leader at Launch by NTT Data. With over 20 years of experience helping organizations from Sony, Google, Wells Fargo, and others navigate uncertain futures, Jod is known for moving teams beyond traditional 3-horizon planning to apply real futurist methodologies. He’s pioneered approaches that turn “evidence-based imagination” into competitive advantage. Also, Jod is keynoting at my favorite product innovation conference, the Product Development and Management Association’s Ignite Innovation Conference. It is Sept 13th-16th in Chicago. Go to PDMAsummit.com for details about the conference. Miss this conversation and your roadmaps will stay trapped in short-term thinking while more strategic competitors position themselves for the futures they can see coming. That’s a risk you can’t afford, and this episode will equip you to avoid it. Summary of Concepts Discussed for Product Managers Human-Centered Approach to Innovation Jod emphasizes expanding human-centered design beyond end users to include all stakeholders—frontline employees, partners, and anyone involved in delivering customer value. This front-stage/backstage perspective recognizes that improving employee experience inevitably improves customer experience. What is Strategic Foresight? Strategic foresight is an evidence-based imagination approach that moves beyond prediction to explore what’s probable, possible, and preferable. It’s about getting out of the prediction business and into building more agile, adaptive organizations by using personal agency to curate preferred futures anchored in values. The Triangle Framework: Probable, Possible, Preferrable Jod outlines a framework starting with probable futures (what’s likely), expanding to possible futures (what could be), and culminating in preferred futures (what we want based on our values). This creates guiding images that point back to actions we should take today. Evidence-Based Imagination Strategic foresight uses detailed, systematic imagination that activates multiple brain regions. By imagining futures with painstaking detail, teams can create more robust strategic responses. Scanning Signals Practical foresight begins with collecting signals—evidence of the future in the present—organized in some way, such as by industry or by Social, Technological, Environmental, Economic, and Political (STEEP) categories. Signals from outside your industry can be particularly valuable. These signals become themes that inform scenario planning and strategic action. The Future of Product Management Jod envisions product managers becoming orchestrators of the product development cycle, working with AI tools while maintaining the uniquely human capabilities of collaboration, novelty, and innovation that prevent commoditization. Useful Links Connect with Jod on LinkedIn Learn more about Jod’s executive coaching, Design-Led Futures Check out the PDMA Ignite Innovation Conference , where Jod will be giving a keynote address Innovation Quote “The skill of the 21st century will be unlearning and learning.” – Alvin Toffler Application Questions What signals are you currently seeing in your industry that could indicate major shifts in the next 10 years, and how might these impact your product strategy? If you applied the probable-possible-preferrable framework to your product roadmap, what preferrable future would you want to work toward, and what values would anchor that vision? How could you start building the muscle memory of signal collection in your daily routine, and what sources beyond your industry bubble should you be monitoring? What would happen if the most interesting technological development you’ve read about recently became the new normal—what would it threaten or enable in your product space? How might you use evidence-based imagination techniques like detailed future-state prototyping or scenario videos to help your team move beyond short-term thinking and explore bolder possibilities? Bio Previously, as Head of Product Design & Research at Oracle, Jod led a global design practice delivering SaaS solutions that supported critical energy and construction services. Today, he heads the service design practice at Launch by NTT Data, where he is shaping the future of service innovation and helping organizations craft transformative, human-centered systems and experiences. With over 20 years of experience designing cross-channel platforms for companies such as Sony, Google, and Wells Fargo, Jod has consistently championed human-centered business strategies that foster resilience and long-term value. By weaving strategic foresight into his design and coaching practice, he empowers organizations and individuals to embrace adaptive agility and drive innovation through personal agency. His leadership is grounded in a commitment to long-term thinking, aligning business visions with the evolving needs of society. Thanks! Thank you for taking the journey to product mastery and learning with me from the successes and failures of product innovators, managers, and developers. If you enjoyed the discussion, help out a fellow product manager by sharing it using the social media buttons you see below. Source…

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545: A product management case study on unlocking customer insights – with Kristyn Corrigan 22:35

vor 8 weeks22:35

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How PDMA used VOC research to drive innovation Watch on YouTube TLDR In this episode, Kristyn Corrigan shares insights from a recent Voice of the Customer (VOC) research project for the Product Development and Management Association (PDMA). We explore how product professionals can move beyond assumptions to capture meaningful customer insights, the methodologies behind robust VOC research, and actionable findings that can transform both products and organizations. Key takeaways include practical steps for conducting qualitative and quantitative VOC and understanding how to identify the most valuable unmet customer needs. Introduction Here’s the brutal truth about customer research: Most product managers and innovators think they know their customers, but they’re building products for assumptions, not real people. In this discussion, we are detailing a recently completed Voice of the Customer project that’s helping the longest existing professional association for—guess who—product managers and innovators! That’s right—the VOC project was to better understand who the ideal customers of the professional association are and what their needs are. The association is one I’ve talked about before—PDMA, the Product Development and Management Association. If you’ve ever struggled to get meaningful customer insights, felt overwhelmed by diverse customer segments, or wondered how to turn research findings into actual product changes, this episode is for you. Our guest is Kristyn Corrigan, Principal at Applied Marketing Science and PDMA Board of Directors member. With 17 years of consulting experience, she’s helped companies transform customer insights into successful products. She leads the Insights for Innovation practice, has published work in Fast Company, and guest lectured at MIT Sloan. Summary of Concepts Discussed for Product Managers Genesis of the PDMA VOC Project: Motivation behind conducting formal VOC research for PDMA after a 20-year gap—driven by the need to understand current and prospective members’ needs, retention, and engagement strategies. Segmentation Strategy: PDMA membership includes academics, practitioners, and service providers. The research intentionally sampled a mix across these segments and various career stages (early, mid, late). Methodological Approach: Qualitative, in-depth interviews kicked off at the 2024 PDMA conference (21 interviews with diverse participants). Ensured unbiased sampling, including non-members and attendees at other industry events. Use of open-ended discussion guides and a focus on eliciting stories and real experiences to minimize bias and dig deeper into needs. Transcription and Analysis: All interviews were transcribed verbatim. Introduction of a fine-tuned AI model specifically developed for qualitative VOC analysis, trained on numerous past studies. Side-by-side analysis showed high overlap between AI and human analysts, but each also uncovered unique needs. Quantitative Follow-Up: Validated qualitative insights with a broader online survey. Built an opportunity matrix based on need importance and market performance, highlighting areas for innovation. Insights PDMA Learned from VOC Research: Certification is important, but well met in the market—opportunities for innovation exist in building meaningful community, providing personalized and actionable knowledge, and enabling networking. The dangers of jargon and acronyms for newcomers—need to create an inclusive onboarding experience. Emphasis on listening, story-based interviewing, and detaching from bias or defensiveness during research. Tips for Conducting VOC Interviews: Start with easy, open-ended questions. Move from broad to specific, anchoring discussions in the customer’s actual experiences. Build trust, clarify you’re there to listen (not sell), and focus on what genuinely matters to the customer. Useful Links Learn more about Applied Marketing Science Connect with Kristyn on LinkedIn Listen to episode 071: How product managers can conduct Voice of the Customer research Listen to episode 529: Is this the best AI-powered market research approach? – with Carmel Dibner Innovation Quote “It takes as much time to solve a bad problem as it does a good problem. And if you’re not working on good problems, you’re really wasting your time.” – Abbie Griffin Application Questions What assumptions about your customers guide your current product decisions, and how might VOC research challenge or refine them? How does your team currently segment customer research participants, and are you capturing the full spectrum of user experiences and needs? What practices could you adopt to ensure interviews produce genuine, story-driven insights rather than surface-level feedback or solution requests? Where could incorporating AI tools into your VOC process save time or reveal new types of customer needs not easily visible through manual analysis? How can findings from VOC research be incorporated into operations in your organization, especially when new insights reveal unmet needs outside your current core offerings? Bio Kristyn Corrigan is a principal at Applied Marketing Science (AMS) where she leads the Insights for Innovation Practice. In her over 20 years of consulting experience, she has helped dozens of companies use customer insights to create more successful products, services, and customer experiences. Kristyn has extensive experience leading both domestic and international research engagements in business-to-business and consumer markets. She specializes in helping her clients to not only understand customer needs through in-depth interviewing and ethnographic observation, but also with how to measure their criticality to innovation. In addition to consulting work, Kristyn trains companies to implement their own in-house insights and Voice of the Customer (VOC) programs and is a frequent presenter at leading industry conferences. Kristyn currently serves on the Product Development and Management Association (PDMA) Board of Directors. Thanks! Thank you for taking the journey to product mastery and learning with me from the successes and failures of product innovators, managers, and developers. If you enjoyed the discussion, help out a fellow product manager by sharing it using the social media buttons you see below. Source…

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543: Product leadership in complex tech companies – with Adam Feinstein 35:51

vor 9 weeks35:51

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A product manager’s journey to Product VP Watch on YouTube TLDR In this episode, I talk with Adam Feinstein, Vice President of Product at AppFolio, about what makes a great product leader in technology organizations. Adam shares his journey from electrical engineering in semiconductors to leading product teams in software, discussing the transitions, challenges, and valuable lessons he’s learned along the way. We explore topics like transitioning between industries, moving from individual contributor to leader, the importance of people problems over technical ones, business acumen, collaborating across functions, the value of mentors and coaching, and Adam’s strategies for staying organized and effective as a VP of Product. Introduction What distinguishes great product leaders in complex technology companies, and how do you become a great product leader? Is it technical knowledge, business acumen, or something else entirely? In this discussion, we’ll examine product leadership in tech organizations. Our guest is Adam Feinstein. We met at a product leadership group Rich Mironov organized to help product leaders excel. Adam is Vice President of Product at AppFolio. He has navigated the challenging journey from individual contributor to executive leadership, including switching from the hardware industry to software. AppFolio is transforming property management through innovative cloud-based solutions. Whether you’re an aspiring product manager wondering about your career trajectory or a seasoned leader facing complex challenges, Adam’s candid insights on successes and trials will be helpful. Summary of Concepts Discussed for Product Managers Adam Feinstein’s Career Path: Transitioned from semiconductor physics to software product management. Valued curiosity and willingness to learn over static domain knowledge. Took a step back in job title to move into software, which paid off in the long run. Key Product Leadership Transitions: Moving from individual contributor to group product manager was a significant growth point, emphasizing hiring, networking, and giving away ideas. Director and VP roles require more focus on people and cross-organizational collaboration. Learned the mantra: “Every problem is a people problem.” Importance of Business Acumen: Early exposure to business fundamentals (P&L, costing, pricing) was important. Understanding the business “money story” and being able to speak the language of business helped in senior roles. Collaboration and Communication: “Slow is smooth, smooth is fast” – taking time to align stakeholders leads to better and faster outcomes. Effective communication and ensuring others truly understand intentions and strategy is vital. Coaching, Mentorship, and Growth: Adam benefited from a variety of mentors, each teaching a different skill (business, marketing, strategy). Personal coaches were instrumental, especially in creating frameworks and honing people skills. Role of a VP of Product: A typical month is focused on clear priorities, impactful writing, coaching, product reviews, and cross-functional advocacy. Leverages AI tools like ChatGPT and Claude for clarity and efficiency in writing. Notes the reality of long hours and the need to balance family commitments. Challenges in Product Leadership: VP roles require balancing multiple priorities, not just optimizing for one goal. Clarity, focus in communication, and creative problem-solving are critical. Training and Continuous Learning: Foundational product management courses and ongoing coaching have been vital. Most recent coaching is focused more on human psychology and interpersonal dynamics rather than just product methods. Useful Links Connect with Adam on LinkedIn Learn more about AppFolio Innovation Quote “Slow is smooth. Smooth is fast.” – Adam Feinstein Application Questions How does the perspective that “every problem is a people problem” shift the way you think about solving organizational or product challenges? When communicating with your team or cross-functional teams, what are some practical tactics to ensure your message is both clear and empathetic? What role have mentors or coaches played in your growth as a product professional, and how did you find or select them? If you don’t have a mentor, how could you find one? Or how could you be a mentor to someone else? How do you balance personal life with demanding leadership roles, and what boundaries or strategies have worked for you? Bio Adam Feinstein is the Vice President of Product Management at AppFolio, where he leads the Resident Industry Segment, a business dedicated to creating a modern, connected experience for renters—from application through move-out—and helping property managers deliver exceptional service throughout the resident journey. Since March 2025, Adam has embraced this new strategic focus, after previously leading product management for AppFolio’s Guard, Payments, and Screening businesses (GPS). In his current role, he is responsible for driving product strategy, innovation, and growth in one of the company’s most dynamic and strategic areas. Adam joined AppFolio in 2019 and has played a key role in scaling multiple lines of business through a blend of customer empathy, operational rigor, and cross-functional leadership. Before finding his home in proptech, Adam spent the early part of his career in semiconductor equipment manufacturing. Source…

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542: Research methods that drive smarter product management decisions – with Nick Cawthon 16:38

vor 10 weeks16:38

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UX research practices to maximize product team resources Watch on YouTube TLDR During my conversation with Nick Cawthon,...

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541: What product managers need to understand about portfolio management – with Colin Nelson 40:10

vor 11 weeks40:10

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Product portfolio management skills that transform product managers into strategic leaders Watch on YouTube TLDR Innovation portfolio management...

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540: The essential strategic role of modern product management – with Steve Johnson 53:41

vor 12 weeks53:41

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How to be a future-proofed product manager Watch on YouTube TLDR In my recent conversation with Steve Johnson,...

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539: How to cultivate an environment where innovation thrives – with Catherine Connelly 32:09

vor 13 weeks32:09

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How product managers can build an environment for breakthrough innovation Watch on YouTube TLDR In my conversation with...

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538: Improve your focus in a distracting world- with Jones Loflin 19:42

vor 14 weeks19:42

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How product leaders can stay as focused as a bee Watch on YouTube TLDR In today’s distraction-filled world,...

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537: Step-by-step community engagement for your product – with Jake McKee 39:41

vor 15 weeks39:41

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How LEGO built a passionate community that drives product growth Watch on YouTube TLDR Community-driven product development transformed...

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536: Every product role is a sustainability role – with Kaila Bryzgalski 30:44

vor 16 weeks30:44

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Sustainable product management drives business success Watch on YouTube TLDR Sustainable product management integrates environmental considerations into the...

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535: What students at Daemen University learn about innovation that you should know too – with John Spero 37:33

vor 17 weeks37:33

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The most important takeaways from past episodes of Product Mastery Now TLDR Product innovation requires deliberate approaches to...

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534: Adapt Amazon’s innovation framework for product excellence – with Marcelo Calbucci 17:04

vor 18 weeks17:04

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Use the Press Release FAQ Framework to make better product management decisions Watch on YouTube TLDR The Amazon...

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533: The brain science necessary for creating products customers are compelled to buy – with Laurier Mandin 19:55

vor 19 weeks19:55

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How product managers can create irresistible products Watch on YouTube TLDR Product psychology goes far beyond traditional product-market...

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532: Make problem solving fun and effective using a workshop approach – with Alison Coward 18:56

vor 20 weeks18:56

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Transform product team collaboration with Workshop Culture Watch on YouTube TLDR In my recent conversation with Alison Coward,...

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531: Using AI in risk-adverse industries – with Matt Coatney 23:24

vor 21 weeks23:24

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AI in product management – perspectives from the legal industry, education, and entrepreneurship Watch on YouTube TLDR In...

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530: How to craft your path from IC to Product VP – with Elizabeth Samara-Rubio 37:50

vor 22 weeks37:50

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Product management is the best path to senior leadership Watch on YouTube TLDR In my recent interview with...

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529: Is this the best AI-powered market research approach? – with Carmel Dibner 32:01

vor 23 weeks32:01

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How AI captures customer needs that human product managers miss Watch on YouTube TLDR In my recent conversation...

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528: From startup founder to product success and why interacting with people is the big change – with Anya Cheng 35:36

vor 24 weeks35:36

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How an AI-powered fashion startup achieved product-market fit Watch on YouTube TLDR In this episode, we’re joined by...

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527: The truth behind “CEO of the Product” – with Francesca Cortesi 38:04

vor 25 weeks38:04

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The product manager’s path to influence Watch on YouTube TLDR In my recent conversation with Francesca Cortesi, CPO,...

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526: How product management transformed Olay from a dying brand into a market leader – with Nancy Dawes 49:32

vor 26 weeks49:32

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Serial innovators see dead people Watch on YouTube TLDR The transformation of Olay from a declining “Oil of...

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525: Use Jobs-To-Be-Done to sell more product or to make a better product? – with Chad McAllister, PhD 47:34

vor 27 weeks47:34

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How product managers use Jobs-To-Be-Done to create products customers love Watch on YouTube TLDR In this episode, I...

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524: Why Moneyball is the best breakthrough innovation movie – with Bruce Vojak, PhD 45:34

vor 28 weeks45:34

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45:34

How serial innovators transform product management Watch on YouTube TLDR Navigating innovation in mature organizations requires a unique...

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Product Mastery Now for Product Managers, Leaders, and Innovators

Product Mastery Now for Product Managers, Leaders, and Innovators podcast artwork

1
523: #1 change to make OKRs work for you – with Ben Lamorte 41:23

vor 29 weeks41:23

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41:23

How product managers can make OKRs drive real results Watch on YouTube TLDR In my recent conversation with...

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