About

My Credo

Your Product Management is unique.

Product management means many things to many people, depending on the size of the business, the type of technology or the country where it’s practiced. As a result, there is no ‘one-size-fits-all’, which is why I use customisable frameworks.

The cornerstone of your technology business is your product management. If you wish to create the products and services that the market needs and wants, it must connect the dots between your technology, your business, and your people, and balance product innovation and execution.

Your Product Managers must be the CEOs of your product.

While your agile product team members are in the product, your Product Managers are on the product: they act as the CEOs of the product without direct authority, comprising the strategic, inbound and outbound activities of your product management.

Your Product Managers should be able to thrive in a 'dual operating system': an organisation blending a well-defined hierarchical structure, like that found in corporations, with the fluid network structure favoured by scale-ups. While corporations tend to be strong in execution, scale-ups typically excel at innovation. It’s the role of Product Managers to help corporations accelerate their learning agility while maintaining a balanced portfolio. Your Product Managers can also help a series B or C venture grow its portfolio profitability and satisfy your shareholders, while maintaining the foundational innovation pipeline.