Test-n-Tell - tiny apps, Big ideas

  An AI agent is like a super obedient engineer. It does whatever you ask. It rarely challenges you. It rarely pushes back. It rarely says: “This is a bad idea.” And if it goes off script, well, that’s probably because your instructions were too vague. Finally, executives got what they always dreamed about: a builder who simply builds.

  There’s a persistent myth in product development: that what you ship is the roadmap. In reality, what you ship is the organisation that built the roadmap.

One of the most common leadership anti-patterns in modern organisations is this: A high-performing individual contributor gets promoted into management… …and continues competing with their team on execution.

  I have built products in many different industries: HRtech, marketing, last-mile.. But one industry, where I really wanted to work, always eluded me - that's Education tech. The stars were never rightly aligned for me to work in EduTech until I decided to build my own EduTech app.

  Product management is a high-stress, high-pressure kind of job. To succeed you have to juggle like a circus pro, negotiate like a seasoned diplomat and communicate like a best-selling author. And even if you're acing that all - the success is not guaranteed.

  Predictable innovation is one of the most harmful myths in product development. It leads to tons of frustration and subpar outcomes.

  I saw many entrepreneurs trying to sell their ideas on both sides of the Atlantic, they often make this one mistake - assuming one pitch would work everywhere.

  In every organisation, if people working there care in the slightest, there will be multiple opinions on what to do. As PMs, we need to collect all this info, synthesise and prioritise it. Then we need to communicate back efficiently and keep everyone aligned.

  Every dedicated product professional who has been lucky to work in a growing organisation will eventually need to choose: either to remain an individual contributor or move to manage people. This might be a tough choice for some. What if you're not sure what path is better for you?

Making products successful is tough. It requires a lot of skill, even more hard work and a great dose of luck. Most importantly it requires everyone to work together and towards the same objective. This sounds obvious but people aspects, or culture, often become the reason your product fails.

  In journalism, there is a rule of 5Ws that is surprisingly relevant for product managers in more ways than one.

  Here's a lesson I learned relatively late in my career - when it comes to leadership there is only one thing that truly matters - do you have the trust?

  Every product manager's career dream is to work on an empowered team. For most, it remains just that - the dream. Either their organisation cannot support this model or they try to act empowered before they are actually ready.

  Is it really a product blog without a single quote from Steve Jobs? Relax there will be no quote from the man, but there will be a quote about him. And it just might explain the secret behind his extremely successful career.

  Some of the best product ideas I had as a novice PM were born while playing FIFA with my boss. Yes, you heard it right, collaboration might take very different forms and still lead to significant outcomes.

  How often do you hear from your colleagues, or even say it yourself, I don't know what my manager is doing? Or maybe you're a fresh manager yourself and you also don't know what your main responsibilities are. All answers you're looking for are below.

  And start leading. This article is for product leaders who are not individual contributors. In other words, this is for people who manage other people. Please, dear managers, stop doing things yourself - it is not helpful.

  Most modern businesses already realised how important data is for their success. Data science is one of the hottest roles in today's job market. Product managers work with data teams daily, however, should a data team itself have a product manager?

  Product operations deal with processes, tools and data. They aim to empower product teams and make them more efficient. Product ops could train and coach product teams in using processes, tools and data, however, the core coaching is not their responsibility.

  Product ops as a service empower startups, scaleups and enterprises with the right people, processes and data to supercharge their product efforts and business impact. The terms of engagement for product ops as a service should be clear and transparent. Here they are.