Knowledge shared by our community

Diverse Teams Have Greater Customer Empathy

This article outlines the steps taken to build a better mass-market product for an audience of older users. These steps included using personas, advocating for inclusive design principles, and implementing diverse friendly hiring practices. Ultimately, these changes resulted in a more accessible product and helped attract great talent to the team. The article emphasizes the importance of diverse teams in empathizing with diverse audiences and building better products.

Consolidating Your Learnings Through Reflection and Journaling

This article discusses the challenges of learning during the pandemic and the actions taken to overcome them. These include asking for help, being kind to oneself, blocking the calendar for in-depth work sessions, taking 1-2 hour walks to listen to music, and keeping a diary of product craft learnings. The article also emphasizes the importance of understanding that everyone has unique needs and battles during this time, and that journaling can be a helpful tool for tracking progress and growth.

Simpler Product Visions and Strategy, Create Clarity to Empower Teams

A product leader found themselves in a difficult situation with teams disagreeing on the proactive path forward. To solve this, they simplified the product vision into a sound byte, presented it through PowerPoint, and refined the product strategy from 10 pages to 1 page. This helped the teams unite and focus on the product vision and strategy, and empowered them to better serve customers and the business. The lesson learned was that less is more when it comes to strategies.

Data-Driven Product Teams Are Easier to Empower and Earn Autonomy Faster

A company was struggling to empower its teams to respond to customer needs, due to a lack of shared goals and success metrics. After researching the business challenges, the PM proposed new goals and metrics to leadership, which were accepted. To support this, data engineering and infrastructure was set up, and analytics training was provided. As a result, the teams were able to make data-driven product decisions and move the North Star metric by 200%.

Scaling Teams to Make Better Decentralised Decisions via Documents and Tenets

A PM for a machine learning product was tasked with scaling the product, but encountered issues with quality. To address this, the PM took over the product and held talks with the original team, the newly scaled team, and the stakeholders. This led to the PM being looped in to do more scaling reviews, and the team and stakeholders expanding to 21 countries. To help with this, the PM created FAQs and open office hours, and held a Tenets workshop to document decision making. This helped decentralize decision making, build trust, and structure conversations.

Dealing With Imposter Syndrome, There’s No Such Thing as a ‘Perfect PM’

A junior PM was struggling with imposter syndrome, causing them to make slower decisions and avoid hard trade-off calls. To help, their manager encouraged them to see skill gaps as learning opportunities, opened up about their own weaknesses, and encouraged them to seek mentors and track their progress. With patience and kindness, the PM was able to build their confidence and eventually take on new challenges.

Influencing Without Authority (Servant leadership)

A Senior Engineering Manager faced a unique challenge when joining a new company in the Midwest: the system architecture was based on decisions made several years before, causing a number of issues. After challenging the status quo and establishing trust with the team, the manager was able to identify the bottleneck and revamp the architecture, reducing the number of resources 18x times and increasing the app's performance 2x times. The manager learned that it is important to understand regional, company- and team-specific culture, and to encourage the team to think and come up with their own solutions.

Taking a Leap of Faith: My Career Path

This is the story of a woman who graduated with a Bachelor of Engineering (CSE) degree in India and started her career at Accenture. After feeling unsatisfied with her consultant projects, she decided to take a leap of faith and search for opportunities. She ended up at HP Labs and was offered to present in international conferences if she did well in her day-to-day work. She worked on a product that would allow connectivity without the Internet in developing countries and presented it in multiple international conferences. She then went to the University of Pittsburgh to do her Master’s and worked on transfer rule learning and biomarkers discovery research. Despite facing challenges from her family and visa issues, she kept learning and eventually found success in the AI field. Her lessons learned include challenging yourself, finding the balance between going deeper into one field and going broader, and keeping your hunger for knowledge alive.

Managing a Report With Communication Issues

This article discusses the experience of managing a stellar engineer who needed help with communication skills. The manager used a coaching model to help the engineer, focusing on asking questions and guiding them towards self-transformation. Over time, the engineer became more responsive and trusting, and eventually began to value the relationship. The article concludes with the lessons learned, including the importance of being open and vulnerable when mentoring someone.

Making Some Tough Roadmap Decisions

A head of product had to make tough decisions to deploy a product in 80 new markets. The main problem was that 70 percent of revenue came from the US and five historical accounts located there, leaving only 35 percent of the roadmap to develop and deploy other functionalities. To solve this problem, the head of product used data to demonstrate the cost of lost opportunities from investing too much in current customers, and proposed to reduce investment in them and double on product investments. After a year of aligning stakeholders, the board and C-level executives verified the final decision and the product was successfully deployed in Europe, allowing them to go back to the US and win the US market back. The head of product learned that understanding the market and managing expectations are key to success.

Approaching Predictive Analytics Problems

This article discusses the challenge of communicating predictive analytics results in the healthcare industry. To address this, surveys and focus groups were conducted to understand the type of message to convey to consumers. The algorithm was changed to compare populations instead of giving scores, and the message was changed to focus on biomarkers instead of risk. Additionally, the communication to consumers and physicians was separated, with physicians being the ones to communicate any uncertain results. The lesson learned is that communication in the health industry needs to be done carefully and with consideration of the implications.

The Key to Successful Cross-Functional Collaboration

As an entrepreneur, the author had to manage multiple teams with different skillsets. To do this, they aligned and supported the teams while they worked towards their goals, monitored their progress, and removed any obstacles that blocked them from reaching their goals. They also hired the right people with the right skills and gave them the freedom and autonomy to optimize their tasks. This experience taught them to take on tasks even if they are not an expert, to hire the right people, and to pay close attention to their work.

Building an Integrative Solution for Healthcare

This article discusses the challenge of creating an integrative healthcare solution for customers. Actions taken included creating a health plan with milestones and tasks, a guideline with levels of flexibility, and a personal assistant feature. Lessons learned include the importance of building a rigid platform with flexibility and the need to establish grounds before communicating with customers.

The Missing Know-How

Six years ago, the author had an idea to build a product in the mentorship space in Southeast Asia, but lacked the know-how and influence to bring it to fruition. Despite having a team and some media coverage, the project was unsuccessful. The author learned that ideas are not enough, and that customer experience is more important than effort. Ultimately, the author had to give up on the project due to lack of resources and inability to ensure customer happiness long-term.

What I Am Passionate About

This article is about a problem encountered in the programming intelligence space and the lessons learned from attempting to solve it. The problem was complex and dynamic, and the author studied success and failure stories of others who had tried to solve it. They tried to take a different approach, but were hindered by budget constraints and the need for people with the right mindset. Ultimately, the problem was not solved, but the author learned that finances and the right people are as important as coming up with an innovative approach, and to look for similarities in other domains when trying to solve a problem.

Developing Products That Matter

This article discusses the importance of developing products that make a difference in people's lives and how to go about doing so. It emphasizes the need to identify a problem to solve and assess existing resources, as well as to keep end-users in mind when building a product. The article also provides two examples of how AI and automation can be used to solve real-life problems. Finally, it stresses the importance of staying focused on the fundamentals when developing products that matter.

Validating a Big Product Bet

Before building a product, it is important to validate customer value to ensure it is worth pursuing. Product discovery sprints are a great way to de-risk an idea and gain insights into customer value, usability, technical feasibility, and business viability. It is important to involve a cross-functional team and consider external facilitators to ensure the process is successful. Validation of customer value is key to ensure a product is useful, loved, and profitable.

Building a Functionality-Rich Product From Scratch

This article discusses the approach taken by a team building an energy management tool for commercial buildings. The team decided to start small by focusing on a single customer, building, and HVAC zone. This enabled them to answer technical questions and gather customer feedback without being overwhelmed by complexity. The article also provides lessons learned, such as starting small, being ruthless about what to eliminate, and being strategic about what to cut out.

Navigating Through a Meandering Career

This article encourages people to think of their career paths as meandering and to embrace uncertainties and emerging opportunities. It suggests that it is okay to not know where you want to go or what you want to do and encourages people to take opportunities that come up and stay curious. It also provides questions to ask yourself when you reach a career crossroads and suggests that maintaining a curious mindset and approaching your career as a learner can be beneficial.

Coping Under Pressure

This article describes the product management journey of a women’s e-commerce fashion portal. The product manager faced a number of technical issues in India, such as slow internet speeds and lack of personalization history, which restricted them from creating an app or website. They overcame these challenges by using A/B testing, building a minor feature for Google Chrome, and testing the product with a mirror version of the desktop website. The product manager also learned lessons such as not making assumptions, validating decisions with users, and planning with different variables and environments.

Diverse Teams Have Greater Customer Empathy

This article outlines the steps taken to build a better mass-market product for an audience of older users. These steps included using personas, advocating for inclusive design principles, and implementing diverse friendly hiring practices. Ultimately, these changes resulted in a more accessible product and helped attract great talent to the team. The article emphasizes the importance of diverse teams in empathizing with diverse audiences and building better products.

Consolidating Your Learnings Through Reflection and Journaling

This article discusses the challenges of learning during the pandemic and the actions taken to overcome them. These include asking for help, being kind to oneself, blocking the calendar for in-depth work sessions, taking 1-2 hour walks to listen to music, and keeping a diary of product craft learnings. The article also emphasizes the importance of understanding that everyone has unique needs and battles during this time, and that journaling can be a helpful tool for tracking progress and growth.

Simpler Product Visions and Strategy, Create Clarity to Empower Teams

A product leader found themselves in a difficult situation with teams disagreeing on the proactive path forward. To solve this, they simplified the product vision into a sound byte, presented it through PowerPoint, and refined the product strategy from 10 pages to 1 page. This helped the teams unite and focus on the product vision and strategy, and empowered them to better serve customers and the business. The lesson learned was that less is more when it comes to strategies.

Data-Driven Product Teams Are Easier to Empower and Earn Autonomy Faster

A company was struggling to empower its teams to respond to customer needs, due to a lack of shared goals and success metrics. After researching the business challenges, the PM proposed new goals and metrics to leadership, which were accepted. To support this, data engineering and infrastructure was set up, and analytics training was provided. As a result, the teams were able to make data-driven product decisions and move the North Star metric by 200%.

Scaling Teams to Make Better Decentralised Decisions via Documents and Tenets

A PM for a machine learning product was tasked with scaling the product, but encountered issues with quality. To address this, the PM took over the product and held talks with the original team, the newly scaled team, and the stakeholders. This led to the PM being looped in to do more scaling reviews, and the team and stakeholders expanding to 21 countries. To help with this, the PM created FAQs and open office hours, and held a Tenets workshop to document decision making. This helped decentralize decision making, build trust, and structure conversations.

Dealing With Imposter Syndrome, There’s No Such Thing as a ‘Perfect PM’

A junior PM was struggling with imposter syndrome, causing them to make slower decisions and avoid hard trade-off calls. To help, their manager encouraged them to see skill gaps as learning opportunities, opened up about their own weaknesses, and encouraged them to seek mentors and track their progress. With patience and kindness, the PM was able to build their confidence and eventually take on new challenges.

Influencing Without Authority (Servant leadership)

A Senior Engineering Manager faced a unique challenge when joining a new company in the Midwest: the system architecture was based on decisions made several years before, causing a number of issues. After challenging the status quo and establishing trust with the team, the manager was able to identify the bottleneck and revamp the architecture, reducing the number of resources 18x times and increasing the app's performance 2x times. The manager learned that it is important to understand regional, company- and team-specific culture, and to encourage the team to think and come up with their own solutions.

Taking a Leap of Faith: My Career Path

This is the story of a woman who graduated with a Bachelor of Engineering (CSE) degree in India and started her career at Accenture. After feeling unsatisfied with her consultant projects, she decided to take a leap of faith and search for opportunities. She ended up at HP Labs and was offered to present in international conferences if she did well in her day-to-day work. She worked on a product that would allow connectivity without the Internet in developing countries and presented it in multiple international conferences. She then went to the University of Pittsburgh to do her Master’s and worked on transfer rule learning and biomarkers discovery research. Despite facing challenges from her family and visa issues, she kept learning and eventually found success in the AI field. Her lessons learned include challenging yourself, finding the balance between going deeper into one field and going broader, and keeping your hunger for knowledge alive.

Managing a Report With Communication Issues

This article discusses the experience of managing a stellar engineer who needed help with communication skills. The manager used a coaching model to help the engineer, focusing on asking questions and guiding them towards self-transformation. Over time, the engineer became more responsive and trusting, and eventually began to value the relationship. The article concludes with the lessons learned, including the importance of being open and vulnerable when mentoring someone.

Making Some Tough Roadmap Decisions

A head of product had to make tough decisions to deploy a product in 80 new markets. The main problem was that 70 percent of revenue came from the US and five historical accounts located there, leaving only 35 percent of the roadmap to develop and deploy other functionalities. To solve this problem, the head of product used data to demonstrate the cost of lost opportunities from investing too much in current customers, and proposed to reduce investment in them and double on product investments. After a year of aligning stakeholders, the board and C-level executives verified the final decision and the product was successfully deployed in Europe, allowing them to go back to the US and win the US market back. The head of product learned that understanding the market and managing expectations are key to success.

Approaching Predictive Analytics Problems

This article discusses the challenge of communicating predictive analytics results in the healthcare industry. To address this, surveys and focus groups were conducted to understand the type of message to convey to consumers. The algorithm was changed to compare populations instead of giving scores, and the message was changed to focus on biomarkers instead of risk. Additionally, the communication to consumers and physicians was separated, with physicians being the ones to communicate any uncertain results. The lesson learned is that communication in the health industry needs to be done carefully and with consideration of the implications.

The Key to Successful Cross-Functional Collaboration

As an entrepreneur, the author had to manage multiple teams with different skillsets. To do this, they aligned and supported the teams while they worked towards their goals, monitored their progress, and removed any obstacles that blocked them from reaching their goals. They also hired the right people with the right skills and gave them the freedom and autonomy to optimize their tasks. This experience taught them to take on tasks even if they are not an expert, to hire the right people, and to pay close attention to their work.

Building an Integrative Solution for Healthcare

This article discusses the challenge of creating an integrative healthcare solution for customers. Actions taken included creating a health plan with milestones and tasks, a guideline with levels of flexibility, and a personal assistant feature. Lessons learned include the importance of building a rigid platform with flexibility and the need to establish grounds before communicating with customers.

The Missing Know-How

Six years ago, the author had an idea to build a product in the mentorship space in Southeast Asia, but lacked the know-how and influence to bring it to fruition. Despite having a team and some media coverage, the project was unsuccessful. The author learned that ideas are not enough, and that customer experience is more important than effort. Ultimately, the author had to give up on the project due to lack of resources and inability to ensure customer happiness long-term.

What I Am Passionate About

This article is about a problem encountered in the programming intelligence space and the lessons learned from attempting to solve it. The problem was complex and dynamic, and the author studied success and failure stories of others who had tried to solve it. They tried to take a different approach, but were hindered by budget constraints and the need for people with the right mindset. Ultimately, the problem was not solved, but the author learned that finances and the right people are as important as coming up with an innovative approach, and to look for similarities in other domains when trying to solve a problem.

Developing Products That Matter

This article discusses the importance of developing products that make a difference in people's lives and how to go about doing so. It emphasizes the need to identify a problem to solve and assess existing resources, as well as to keep end-users in mind when building a product. The article also provides two examples of how AI and automation can be used to solve real-life problems. Finally, it stresses the importance of staying focused on the fundamentals when developing products that matter.

Validating a Big Product Bet

Before building a product, it is important to validate customer value to ensure it is worth pursuing. Product discovery sprints are a great way to de-risk an idea and gain insights into customer value, usability, technical feasibility, and business viability. It is important to involve a cross-functional team and consider external facilitators to ensure the process is successful. Validation of customer value is key to ensure a product is useful, loved, and profitable.

Building a Functionality-Rich Product From Scratch

This article discusses the approach taken by a team building an energy management tool for commercial buildings. The team decided to start small by focusing on a single customer, building, and HVAC zone. This enabled them to answer technical questions and gather customer feedback without being overwhelmed by complexity. The article also provides lessons learned, such as starting small, being ruthless about what to eliminate, and being strategic about what to cut out.

Navigating Through a Meandering Career

This article encourages people to think of their career paths as meandering and to embrace uncertainties and emerging opportunities. It suggests that it is okay to not know where you want to go or what you want to do and encourages people to take opportunities that come up and stay curious. It also provides questions to ask yourself when you reach a career crossroads and suggests that maintaining a curious mindset and approaching your career as a learner can be beneficial.

Coping Under Pressure

This article describes the product management journey of a women’s e-commerce fashion portal. The product manager faced a number of technical issues in India, such as slow internet speeds and lack of personalization history, which restricted them from creating an app or website. They overcame these challenges by using A/B testing, building a minor feature for Google Chrome, and testing the product with a mirror version of the desktop website. The product manager also learned lessons such as not making assumptions, validating decisions with users, and planning with different variables and environments.

Diverse Teams Have Greater Customer Empathy

This article outlines the steps taken to build a better mass-market product for an audience of older users. These steps included using personas, advocating for inclusive design principles, and implementing diverse friendly hiring practices. Ultimately, these changes resulted in a more accessible product and helped attract great talent to the team. The article emphasizes the importance of diverse teams in empathizing with diverse audiences and building better products.

Consolidating Your Learnings Through Reflection and Journaling

This article discusses the challenges of learning during the pandemic and the actions taken to overcome them. These include asking for help, being kind to oneself, blocking the calendar for in-depth work sessions, taking 1-2 hour walks to listen to music, and keeping a diary of product craft learnings. The article also emphasizes the importance of understanding that everyone has unique needs and battles during this time, and that journaling can be a helpful tool for tracking progress and growth.

Simpler Product Visions and Strategy, Create Clarity to Empower Teams

A product leader found themselves in a difficult situation with teams disagreeing on the proactive path forward. To solve this, they simplified the product vision into a sound byte, presented it through PowerPoint, and refined the product strategy from 10 pages to 1 page. This helped the teams unite and focus on the product vision and strategy, and empowered them to better serve customers and the business. The lesson learned was that less is more when it comes to strategies.

Data-Driven Product Teams Are Easier to Empower and Earn Autonomy Faster

A company was struggling to empower its teams to respond to customer needs, due to a lack of shared goals and success metrics. After researching the business challenges, the PM proposed new goals and metrics to leadership, which were accepted. To support this, data engineering and infrastructure was set up, and analytics training was provided. As a result, the teams were able to make data-driven product decisions and move the North Star metric by 200%.

Scaling Teams to Make Better Decentralised Decisions via Documents and Tenets

A PM for a machine learning product was tasked with scaling the product, but encountered issues with quality. To address this, the PM took over the product and held talks with the original team, the newly scaled team, and the stakeholders. This led to the PM being looped in to do more scaling reviews, and the team and stakeholders expanding to 21 countries. To help with this, the PM created FAQs and open office hours, and held a Tenets workshop to document decision making. This helped decentralize decision making, build trust, and structure conversations.

Dealing With Imposter Syndrome, There’s No Such Thing as a ‘Perfect PM’

A junior PM was struggling with imposter syndrome, causing them to make slower decisions and avoid hard trade-off calls. To help, their manager encouraged them to see skill gaps as learning opportunities, opened up about their own weaknesses, and encouraged them to seek mentors and track their progress. With patience and kindness, the PM was able to build their confidence and eventually take on new challenges.

Influencing Without Authority (Servant leadership)

A Senior Engineering Manager faced a unique challenge when joining a new company in the Midwest: the system architecture was based on decisions made several years before, causing a number of issues. After challenging the status quo and establishing trust with the team, the manager was able to identify the bottleneck and revamp the architecture, reducing the number of resources 18x times and increasing the app's performance 2x times. The manager learned that it is important to understand regional, company- and team-specific culture, and to encourage the team to think and come up with their own solutions.

Taking a Leap of Faith: My Career Path

This is the story of a woman who graduated with a Bachelor of Engineering (CSE) degree in India and started her career at Accenture. After feeling unsatisfied with her consultant projects, she decided to take a leap of faith and search for opportunities. She ended up at HP Labs and was offered to present in international conferences if she did well in her day-to-day work. She worked on a product that would allow connectivity without the Internet in developing countries and presented it in multiple international conferences. She then went to the University of Pittsburgh to do her Master’s and worked on transfer rule learning and biomarkers discovery research. Despite facing challenges from her family and visa issues, she kept learning and eventually found success in the AI field. Her lessons learned include challenging yourself, finding the balance between going deeper into one field and going broader, and keeping your hunger for knowledge alive.

Managing a Report With Communication Issues

This article discusses the experience of managing a stellar engineer who needed help with communication skills. The manager used a coaching model to help the engineer, focusing on asking questions and guiding them towards self-transformation. Over time, the engineer became more responsive and trusting, and eventually began to value the relationship. The article concludes with the lessons learned, including the importance of being open and vulnerable when mentoring someone.

Making Some Tough Roadmap Decisions

A head of product had to make tough decisions to deploy a product in 80 new markets. The main problem was that 70 percent of revenue came from the US and five historical accounts located there, leaving only 35 percent of the roadmap to develop and deploy other functionalities. To solve this problem, the head of product used data to demonstrate the cost of lost opportunities from investing too much in current customers, and proposed to reduce investment in them and double on product investments. After a year of aligning stakeholders, the board and C-level executives verified the final decision and the product was successfully deployed in Europe, allowing them to go back to the US and win the US market back. The head of product learned that understanding the market and managing expectations are key to success.

Approaching Predictive Analytics Problems

This article discusses the challenge of communicating predictive analytics results in the healthcare industry. To address this, surveys and focus groups were conducted to understand the type of message to convey to consumers. The algorithm was changed to compare populations instead of giving scores, and the message was changed to focus on biomarkers instead of risk. Additionally, the communication to consumers and physicians was separated, with physicians being the ones to communicate any uncertain results. The lesson learned is that communication in the health industry needs to be done carefully and with consideration of the implications.

The Key to Successful Cross-Functional Collaboration

As an entrepreneur, the author had to manage multiple teams with different skillsets. To do this, they aligned and supported the teams while they worked towards their goals, monitored their progress, and removed any obstacles that blocked them from reaching their goals. They also hired the right people with the right skills and gave them the freedom and autonomy to optimize their tasks. This experience taught them to take on tasks even if they are not an expert, to hire the right people, and to pay close attention to their work.

Building an Integrative Solution for Healthcare

This article discusses the challenge of creating an integrative healthcare solution for customers. Actions taken included creating a health plan with milestones and tasks, a guideline with levels of flexibility, and a personal assistant feature. Lessons learned include the importance of building a rigid platform with flexibility and the need to establish grounds before communicating with customers.

The Missing Know-How

Six years ago, the author had an idea to build a product in the mentorship space in Southeast Asia, but lacked the know-how and influence to bring it to fruition. Despite having a team and some media coverage, the project was unsuccessful. The author learned that ideas are not enough, and that customer experience is more important than effort. Ultimately, the author had to give up on the project due to lack of resources and inability to ensure customer happiness long-term.

What I Am Passionate About

This article is about a problem encountered in the programming intelligence space and the lessons learned from attempting to solve it. The problem was complex and dynamic, and the author studied success and failure stories of others who had tried to solve it. They tried to take a different approach, but were hindered by budget constraints and the need for people with the right mindset. Ultimately, the problem was not solved, but the author learned that finances and the right people are as important as coming up with an innovative approach, and to look for similarities in other domains when trying to solve a problem.

Developing Products That Matter

This article discusses the importance of developing products that make a difference in people's lives and how to go about doing so. It emphasizes the need to identify a problem to solve and assess existing resources, as well as to keep end-users in mind when building a product. The article also provides two examples of how AI and automation can be used to solve real-life problems. Finally, it stresses the importance of staying focused on the fundamentals when developing products that matter.

Validating a Big Product Bet

Before building a product, it is important to validate customer value to ensure it is worth pursuing. Product discovery sprints are a great way to de-risk an idea and gain insights into customer value, usability, technical feasibility, and business viability. It is important to involve a cross-functional team and consider external facilitators to ensure the process is successful. Validation of customer value is key to ensure a product is useful, loved, and profitable.

Building a Functionality-Rich Product From Scratch

This article discusses the approach taken by a team building an energy management tool for commercial buildings. The team decided to start small by focusing on a single customer, building, and HVAC zone. This enabled them to answer technical questions and gather customer feedback without being overwhelmed by complexity. The article also provides lessons learned, such as starting small, being ruthless about what to eliminate, and being strategic about what to cut out.

Navigating Through a Meandering Career

This article encourages people to think of their career paths as meandering and to embrace uncertainties and emerging opportunities. It suggests that it is okay to not know where you want to go or what you want to do and encourages people to take opportunities that come up and stay curious. It also provides questions to ask yourself when you reach a career crossroads and suggests that maintaining a curious mindset and approaching your career as a learner can be beneficial.

Coping Under Pressure

This article describes the product management journey of a women’s e-commerce fashion portal. The product manager faced a number of technical issues in India, such as slow internet speeds and lack of personalization history, which restricted them from creating an app or website. They overcame these challenges by using A/B testing, building a minor feature for Google Chrome, and testing the product with a mirror version of the desktop website. The product manager also learned lessons such as not making assumptions, validating decisions with users, and planning with different variables and environments.

Diverse Teams Have Greater Customer Empathy

This article outlines the steps taken to build a better mass-market product for an audience of older users. These steps included using personas, advocating for inclusive design principles, and implementing diverse friendly hiring practices. Ultimately, these changes resulted in a more accessible product and helped attract great talent to the team. The article emphasizes the importance of diverse teams in empathizing with diverse audiences and building better products.

Consolidating Your Learnings Through Reflection and Journaling

This article discusses the challenges of learning during the pandemic and the actions taken to overcome them. These include asking for help, being kind to oneself, blocking the calendar for in-depth work sessions, taking 1-2 hour walks to listen to music, and keeping a diary of product craft learnings. The article also emphasizes the importance of understanding that everyone has unique needs and battles during this time, and that journaling can be a helpful tool for tracking progress and growth.

Simpler Product Visions and Strategy, Create Clarity to Empower Teams

A product leader found themselves in a difficult situation with teams disagreeing on the proactive path forward. To solve this, they simplified the product vision into a sound byte, presented it through PowerPoint, and refined the product strategy from 10 pages to 1 page. This helped the teams unite and focus on the product vision and strategy, and empowered them to better serve customers and the business. The lesson learned was that less is more when it comes to strategies.

Data-Driven Product Teams Are Easier to Empower and Earn Autonomy Faster

A company was struggling to empower its teams to respond to customer needs, due to a lack of shared goals and success metrics. After researching the business challenges, the PM proposed new goals and metrics to leadership, which were accepted. To support this, data engineering and infrastructure was set up, and analytics training was provided. As a result, the teams were able to make data-driven product decisions and move the North Star metric by 200%.

Scaling Teams to Make Better Decentralised Decisions via Documents and Tenets

A PM for a machine learning product was tasked with scaling the product, but encountered issues with quality. To address this, the PM took over the product and held talks with the original team, the newly scaled team, and the stakeholders. This led to the PM being looped in to do more scaling reviews, and the team and stakeholders expanding to 21 countries. To help with this, the PM created FAQs and open office hours, and held a Tenets workshop to document decision making. This helped decentralize decision making, build trust, and structure conversations.

Dealing With Imposter Syndrome, There’s No Such Thing as a ‘Perfect PM’

A junior PM was struggling with imposter syndrome, causing them to make slower decisions and avoid hard trade-off calls. To help, their manager encouraged them to see skill gaps as learning opportunities, opened up about their own weaknesses, and encouraged them to seek mentors and track their progress. With patience and kindness, the PM was able to build their confidence and eventually take on new challenges.

Influencing Without Authority (Servant leadership)

A Senior Engineering Manager faced a unique challenge when joining a new company in the Midwest: the system architecture was based on decisions made several years before, causing a number of issues. After challenging the status quo and establishing trust with the team, the manager was able to identify the bottleneck and revamp the architecture, reducing the number of resources 18x times and increasing the app's performance 2x times. The manager learned that it is important to understand regional, company- and team-specific culture, and to encourage the team to think and come up with their own solutions.

Taking a Leap of Faith: My Career Path

This is the story of a woman who graduated with a Bachelor of Engineering (CSE) degree in India and started her career at Accenture. After feeling unsatisfied with her consultant projects, she decided to take a leap of faith and search for opportunities. She ended up at HP Labs and was offered to present in international conferences if she did well in her day-to-day work. She worked on a product that would allow connectivity without the Internet in developing countries and presented it in multiple international conferences. She then went to the University of Pittsburgh to do her Master’s and worked on transfer rule learning and biomarkers discovery research. Despite facing challenges from her family and visa issues, she kept learning and eventually found success in the AI field. Her lessons learned include challenging yourself, finding the balance between going deeper into one field and going broader, and keeping your hunger for knowledge alive.

Managing a Report With Communication Issues

This article discusses the experience of managing a stellar engineer who needed help with communication skills. The manager used a coaching model to help the engineer, focusing on asking questions and guiding them towards self-transformation. Over time, the engineer became more responsive and trusting, and eventually began to value the relationship. The article concludes with the lessons learned, including the importance of being open and vulnerable when mentoring someone.

Making Some Tough Roadmap Decisions

A head of product had to make tough decisions to deploy a product in 80 new markets. The main problem was that 70 percent of revenue came from the US and five historical accounts located there, leaving only 35 percent of the roadmap to develop and deploy other functionalities. To solve this problem, the head of product used data to demonstrate the cost of lost opportunities from investing too much in current customers, and proposed to reduce investment in them and double on product investments. After a year of aligning stakeholders, the board and C-level executives verified the final decision and the product was successfully deployed in Europe, allowing them to go back to the US and win the US market back. The head of product learned that understanding the market and managing expectations are key to success.

Approaching Predictive Analytics Problems

This article discusses the challenge of communicating predictive analytics results in the healthcare industry. To address this, surveys and focus groups were conducted to understand the type of message to convey to consumers. The algorithm was changed to compare populations instead of giving scores, and the message was changed to focus on biomarkers instead of risk. Additionally, the communication to consumers and physicians was separated, with physicians being the ones to communicate any uncertain results. The lesson learned is that communication in the health industry needs to be done carefully and with consideration of the implications.

The Key to Successful Cross-Functional Collaboration

As an entrepreneur, the author had to manage multiple teams with different skillsets. To do this, they aligned and supported the teams while they worked towards their goals, monitored their progress, and removed any obstacles that blocked them from reaching their goals. They also hired the right people with the right skills and gave them the freedom and autonomy to optimize their tasks. This experience taught them to take on tasks even if they are not an expert, to hire the right people, and to pay close attention to their work.

Building an Integrative Solution for Healthcare

This article discusses the challenge of creating an integrative healthcare solution for customers. Actions taken included creating a health plan with milestones and tasks, a guideline with levels of flexibility, and a personal assistant feature. Lessons learned include the importance of building a rigid platform with flexibility and the need to establish grounds before communicating with customers.

The Missing Know-How

Six years ago, the author had an idea to build a product in the mentorship space in Southeast Asia, but lacked the know-how and influence to bring it to fruition. Despite having a team and some media coverage, the project was unsuccessful. The author learned that ideas are not enough, and that customer experience is more important than effort. Ultimately, the author had to give up on the project due to lack of resources and inability to ensure customer happiness long-term.

What I Am Passionate About

This article is about a problem encountered in the programming intelligence space and the lessons learned from attempting to solve it. The problem was complex and dynamic, and the author studied success and failure stories of others who had tried to solve it. They tried to take a different approach, but were hindered by budget constraints and the need for people with the right mindset. Ultimately, the problem was not solved, but the author learned that finances and the right people are as important as coming up with an innovative approach, and to look for similarities in other domains when trying to solve a problem.

Developing Products That Matter

This article discusses the importance of developing products that make a difference in people's lives and how to go about doing so. It emphasizes the need to identify a problem to solve and assess existing resources, as well as to keep end-users in mind when building a product. The article also provides two examples of how AI and automation can be used to solve real-life problems. Finally, it stresses the importance of staying focused on the fundamentals when developing products that matter.

Validating a Big Product Bet

Before building a product, it is important to validate customer value to ensure it is worth pursuing. Product discovery sprints are a great way to de-risk an idea and gain insights into customer value, usability, technical feasibility, and business viability. It is important to involve a cross-functional team and consider external facilitators to ensure the process is successful. Validation of customer value is key to ensure a product is useful, loved, and profitable.

Building a Functionality-Rich Product From Scratch

This article discusses the approach taken by a team building an energy management tool for commercial buildings. The team decided to start small by focusing on a single customer, building, and HVAC zone. This enabled them to answer technical questions and gather customer feedback without being overwhelmed by complexity. The article also provides lessons learned, such as starting small, being ruthless about what to eliminate, and being strategic about what to cut out.

Navigating Through a Meandering Career

This article encourages people to think of their career paths as meandering and to embrace uncertainties and emerging opportunities. It suggests that it is okay to not know where you want to go or what you want to do and encourages people to take opportunities that come up and stay curious. It also provides questions to ask yourself when you reach a career crossroads and suggests that maintaining a curious mindset and approaching your career as a learner can be beneficial.

Coping Under Pressure

This article describes the product management journey of a women’s e-commerce fashion portal. The product manager faced a number of technical issues in India, such as slow internet speeds and lack of personalization history, which restricted them from creating an app or website. They overcame these challenges by using A/B testing, building a minor feature for Google Chrome, and testing the product with a mirror version of the desktop website. The product manager also learned lessons such as not making assumptions, validating decisions with users, and planning with different variables and environments.

Diverse Teams Have Greater Customer Empathy

This article outlines the steps taken to build a better mass-market product for an audience of older users. These steps included using personas, advocating for inclusive design principles, and implementing diverse friendly hiring practices. Ultimately, these changes resulted in a more accessible product and helped attract great talent to the team. The article emphasizes the importance of diverse teams in empathizing with diverse audiences and building better products.

Consolidating Your Learnings Through Reflection and Journaling

This article discusses the challenges of learning during the pandemic and the actions taken to overcome them. These include asking for help, being kind to oneself, blocking the calendar for in-depth work sessions, taking 1-2 hour walks to listen to music, and keeping a diary of product craft learnings. The article also emphasizes the importance of understanding that everyone has unique needs and battles during this time, and that journaling can be a helpful tool for tracking progress and growth.

Simpler Product Visions and Strategy, Create Clarity to Empower Teams

A product leader found themselves in a difficult situation with teams disagreeing on the proactive path forward. To solve this, they simplified the product vision into a sound byte, presented it through PowerPoint, and refined the product strategy from 10 pages to 1 page. This helped the teams unite and focus on the product vision and strategy, and empowered them to better serve customers and the business. The lesson learned was that less is more when it comes to strategies.

Data-Driven Product Teams Are Easier to Empower and Earn Autonomy Faster

A company was struggling to empower its teams to respond to customer needs, due to a lack of shared goals and success metrics. After researching the business challenges, the PM proposed new goals and metrics to leadership, which were accepted. To support this, data engineering and infrastructure was set up, and analytics training was provided. As a result, the teams were able to make data-driven product decisions and move the North Star metric by 200%.

Scaling Teams to Make Better Decentralised Decisions via Documents and Tenets

A PM for a machine learning product was tasked with scaling the product, but encountered issues with quality. To address this, the PM took over the product and held talks with the original team, the newly scaled team, and the stakeholders. This led to the PM being looped in to do more scaling reviews, and the team and stakeholders expanding to 21 countries. To help with this, the PM created FAQs and open office hours, and held a Tenets workshop to document decision making. This helped decentralize decision making, build trust, and structure conversations.

Dealing With Imposter Syndrome, There’s No Such Thing as a ‘Perfect PM’

A junior PM was struggling with imposter syndrome, causing them to make slower decisions and avoid hard trade-off calls. To help, their manager encouraged them to see skill gaps as learning opportunities, opened up about their own weaknesses, and encouraged them to seek mentors and track their progress. With patience and kindness, the PM was able to build their confidence and eventually take on new challenges.

Influencing Without Authority (Servant leadership)

A Senior Engineering Manager faced a unique challenge when joining a new company in the Midwest: the system architecture was based on decisions made several years before, causing a number of issues. After challenging the status quo and establishing trust with the team, the manager was able to identify the bottleneck and revamp the architecture, reducing the number of resources 18x times and increasing the app's performance 2x times. The manager learned that it is important to understand regional, company- and team-specific culture, and to encourage the team to think and come up with their own solutions.

Taking a Leap of Faith: My Career Path

This is the story of a woman who graduated with a Bachelor of Engineering (CSE) degree in India and started her career at Accenture. After feeling unsatisfied with her consultant projects, she decided to take a leap of faith and search for opportunities. She ended up at HP Labs and was offered to present in international conferences if she did well in her day-to-day work. She worked on a product that would allow connectivity without the Internet in developing countries and presented it in multiple international conferences. She then went to the University of Pittsburgh to do her Master’s and worked on transfer rule learning and biomarkers discovery research. Despite facing challenges from her family and visa issues, she kept learning and eventually found success in the AI field. Her lessons learned include challenging yourself, finding the balance between going deeper into one field and going broader, and keeping your hunger for knowledge alive.

Managing a Report With Communication Issues

This article discusses the experience of managing a stellar engineer who needed help with communication skills. The manager used a coaching model to help the engineer, focusing on asking questions and guiding them towards self-transformation. Over time, the engineer became more responsive and trusting, and eventually began to value the relationship. The article concludes with the lessons learned, including the importance of being open and vulnerable when mentoring someone.

Making Some Tough Roadmap Decisions

A head of product had to make tough decisions to deploy a product in 80 new markets. The main problem was that 70 percent of revenue came from the US and five historical accounts located there, leaving only 35 percent of the roadmap to develop and deploy other functionalities. To solve this problem, the head of product used data to demonstrate the cost of lost opportunities from investing too much in current customers, and proposed to reduce investment in them and double on product investments. After a year of aligning stakeholders, the board and C-level executives verified the final decision and the product was successfully deployed in Europe, allowing them to go back to the US and win the US market back. The head of product learned that understanding the market and managing expectations are key to success.

Approaching Predictive Analytics Problems

This article discusses the challenge of communicating predictive analytics results in the healthcare industry. To address this, surveys and focus groups were conducted to understand the type of message to convey to consumers. The algorithm was changed to compare populations instead of giving scores, and the message was changed to focus on biomarkers instead of risk. Additionally, the communication to consumers and physicians was separated, with physicians being the ones to communicate any uncertain results. The lesson learned is that communication in the health industry needs to be done carefully and with consideration of the implications.

The Key to Successful Cross-Functional Collaboration

As an entrepreneur, the author had to manage multiple teams with different skillsets. To do this, they aligned and supported the teams while they worked towards their goals, monitored their progress, and removed any obstacles that blocked them from reaching their goals. They also hired the right people with the right skills and gave them the freedom and autonomy to optimize their tasks. This experience taught them to take on tasks even if they are not an expert, to hire the right people, and to pay close attention to their work.

Building an Integrative Solution for Healthcare

This article discusses the challenge of creating an integrative healthcare solution for customers. Actions taken included creating a health plan with milestones and tasks, a guideline with levels of flexibility, and a personal assistant feature. Lessons learned include the importance of building a rigid platform with flexibility and the need to establish grounds before communicating with customers.

The Missing Know-How

Six years ago, the author had an idea to build a product in the mentorship space in Southeast Asia, but lacked the know-how and influence to bring it to fruition. Despite having a team and some media coverage, the project was unsuccessful. The author learned that ideas are not enough, and that customer experience is more important than effort. Ultimately, the author had to give up on the project due to lack of resources and inability to ensure customer happiness long-term.

What I Am Passionate About

This article is about a problem encountered in the programming intelligence space and the lessons learned from attempting to solve it. The problem was complex and dynamic, and the author studied success and failure stories of others who had tried to solve it. They tried to take a different approach, but were hindered by budget constraints and the need for people with the right mindset. Ultimately, the problem was not solved, but the author learned that finances and the right people are as important as coming up with an innovative approach, and to look for similarities in other domains when trying to solve a problem.

Developing Products That Matter

This article discusses the importance of developing products that make a difference in people's lives and how to go about doing so. It emphasizes the need to identify a problem to solve and assess existing resources, as well as to keep end-users in mind when building a product. The article also provides two examples of how AI and automation can be used to solve real-life problems. Finally, it stresses the importance of staying focused on the fundamentals when developing products that matter.

Validating a Big Product Bet

Before building a product, it is important to validate customer value to ensure it is worth pursuing. Product discovery sprints are a great way to de-risk an idea and gain insights into customer value, usability, technical feasibility, and business viability. It is important to involve a cross-functional team and consider external facilitators to ensure the process is successful. Validation of customer value is key to ensure a product is useful, loved, and profitable.

Building a Functionality-Rich Product From Scratch

This article discusses the approach taken by a team building an energy management tool for commercial buildings. The team decided to start small by focusing on a single customer, building, and HVAC zone. This enabled them to answer technical questions and gather customer feedback without being overwhelmed by complexity. The article also provides lessons learned, such as starting small, being ruthless about what to eliminate, and being strategic about what to cut out.

Navigating Through a Meandering Career

This article encourages people to think of their career paths as meandering and to embrace uncertainties and emerging opportunities. It suggests that it is okay to not know where you want to go or what you want to do and encourages people to take opportunities that come up and stay curious. It also provides questions to ask yourself when you reach a career crossroads and suggests that maintaining a curious mindset and approaching your career as a learner can be beneficial.

Coping Under Pressure

This article describes the product management journey of a women’s e-commerce fashion portal. The product manager faced a number of technical issues in India, such as slow internet speeds and lack of personalization history, which restricted them from creating an app or website. They overcame these challenges by using A/B testing, building a minor feature for Google Chrome, and testing the product with a mirror version of the desktop website. The product manager also learned lessons such as not making assumptions, validating decisions with users, and planning with different variables and environments.

Diverse Teams Have Greater Customer Empathy

This article outlines the steps taken to build a better mass-market product for an audience of older users. These steps included using personas, advocating for inclusive design principles, and implementing diverse friendly hiring practices. Ultimately, these changes resulted in a more accessible product and helped attract great talent to the team. The article emphasizes the importance of diverse teams in empathizing with diverse audiences and building better products.

Consolidating Your Learnings Through Reflection and Journaling

This article discusses the challenges of learning during the pandemic and the actions taken to overcome them. These include asking for help, being kind to oneself, blocking the calendar for in-depth work sessions, taking 1-2 hour walks to listen to music, and keeping a diary of product craft learnings. The article also emphasizes the importance of understanding that everyone has unique needs and battles during this time, and that journaling can be a helpful tool for tracking progress and growth.

Simpler Product Visions and Strategy, Create Clarity to Empower Teams

A product leader found themselves in a difficult situation with teams disagreeing on the proactive path forward. To solve this, they simplified the product vision into a sound byte, presented it through PowerPoint, and refined the product strategy from 10 pages to 1 page. This helped the teams unite and focus on the product vision and strategy, and empowered them to better serve customers and the business. The lesson learned was that less is more when it comes to strategies.

Data-Driven Product Teams Are Easier to Empower and Earn Autonomy Faster

A company was struggling to empower its teams to respond to customer needs, due to a lack of shared goals and success metrics. After researching the business challenges, the PM proposed new goals and metrics to leadership, which were accepted. To support this, data engineering and infrastructure was set up, and analytics training was provided. As a result, the teams were able to make data-driven product decisions and move the North Star metric by 200%.

Scaling Teams to Make Better Decentralised Decisions via Documents and Tenets

A PM for a machine learning product was tasked with scaling the product, but encountered issues with quality. To address this, the PM took over the product and held talks with the original team, the newly scaled team, and the stakeholders. This led to the PM being looped in to do more scaling reviews, and the team and stakeholders expanding to 21 countries. To help with this, the PM created FAQs and open office hours, and held a Tenets workshop to document decision making. This helped decentralize decision making, build trust, and structure conversations.

Dealing With Imposter Syndrome, There’s No Such Thing as a ‘Perfect PM’

A junior PM was struggling with imposter syndrome, causing them to make slower decisions and avoid hard trade-off calls. To help, their manager encouraged them to see skill gaps as learning opportunities, opened up about their own weaknesses, and encouraged them to seek mentors and track their progress. With patience and kindness, the PM was able to build their confidence and eventually take on new challenges.

Influencing Without Authority (Servant leadership)

A Senior Engineering Manager faced a unique challenge when joining a new company in the Midwest: the system architecture was based on decisions made several years before, causing a number of issues. After challenging the status quo and establishing trust with the team, the manager was able to identify the bottleneck and revamp the architecture, reducing the number of resources 18x times and increasing the app's performance 2x times. The manager learned that it is important to understand regional, company- and team-specific culture, and to encourage the team to think and come up with their own solutions.

Taking a Leap of Faith: My Career Path

This is the story of a woman who graduated with a Bachelor of Engineering (CSE) degree in India and started her career at Accenture. After feeling unsatisfied with her consultant projects, she decided to take a leap of faith and search for opportunities. She ended up at HP Labs and was offered to present in international conferences if she did well in her day-to-day work. She worked on a product that would allow connectivity without the Internet in developing countries and presented it in multiple international conferences. She then went to the University of Pittsburgh to do her Master’s and worked on transfer rule learning and biomarkers discovery research. Despite facing challenges from her family and visa issues, she kept learning and eventually found success in the AI field. Her lessons learned include challenging yourself, finding the balance between going deeper into one field and going broader, and keeping your hunger for knowledge alive.

Managing a Report With Communication Issues

This article discusses the experience of managing a stellar engineer who needed help with communication skills. The manager used a coaching model to help the engineer, focusing on asking questions and guiding them towards self-transformation. Over time, the engineer became more responsive and trusting, and eventually began to value the relationship. The article concludes with the lessons learned, including the importance of being open and vulnerable when mentoring someone.

Making Some Tough Roadmap Decisions

A head of product had to make tough decisions to deploy a product in 80 new markets. The main problem was that 70 percent of revenue came from the US and five historical accounts located there, leaving only 35 percent of the roadmap to develop and deploy other functionalities. To solve this problem, the head of product used data to demonstrate the cost of lost opportunities from investing too much in current customers, and proposed to reduce investment in them and double on product investments. After a year of aligning stakeholders, the board and C-level executives verified the final decision and the product was successfully deployed in Europe, allowing them to go back to the US and win the US market back. The head of product learned that understanding the market and managing expectations are key to success.

Approaching Predictive Analytics Problems

This article discusses the challenge of communicating predictive analytics results in the healthcare industry. To address this, surveys and focus groups were conducted to understand the type of message to convey to consumers. The algorithm was changed to compare populations instead of giving scores, and the message was changed to focus on biomarkers instead of risk. Additionally, the communication to consumers and physicians was separated, with physicians being the ones to communicate any uncertain results. The lesson learned is that communication in the health industry needs to be done carefully and with consideration of the implications.

The Key to Successful Cross-Functional Collaboration

As an entrepreneur, the author had to manage multiple teams with different skillsets. To do this, they aligned and supported the teams while they worked towards their goals, monitored their progress, and removed any obstacles that blocked them from reaching their goals. They also hired the right people with the right skills and gave them the freedom and autonomy to optimize their tasks. This experience taught them to take on tasks even if they are not an expert, to hire the right people, and to pay close attention to their work.

Building an Integrative Solution for Healthcare

This article discusses the challenge of creating an integrative healthcare solution for customers. Actions taken included creating a health plan with milestones and tasks, a guideline with levels of flexibility, and a personal assistant feature. Lessons learned include the importance of building a rigid platform with flexibility and the need to establish grounds before communicating with customers.

The Missing Know-How

Six years ago, the author had an idea to build a product in the mentorship space in Southeast Asia, but lacked the know-how and influence to bring it to fruition. Despite having a team and some media coverage, the project was unsuccessful. The author learned that ideas are not enough, and that customer experience is more important than effort. Ultimately, the author had to give up on the project due to lack of resources and inability to ensure customer happiness long-term.

What I Am Passionate About

This article is about a problem encountered in the programming intelligence space and the lessons learned from attempting to solve it. The problem was complex and dynamic, and the author studied success and failure stories of others who had tried to solve it. They tried to take a different approach, but were hindered by budget constraints and the need for people with the right mindset. Ultimately, the problem was not solved, but the author learned that finances and the right people are as important as coming up with an innovative approach, and to look for similarities in other domains when trying to solve a problem.

Developing Products That Matter

This article discusses the importance of developing products that make a difference in people's lives and how to go about doing so. It emphasizes the need to identify a problem to solve and assess existing resources, as well as to keep end-users in mind when building a product. The article also provides two examples of how AI and automation can be used to solve real-life problems. Finally, it stresses the importance of staying focused on the fundamentals when developing products that matter.

Validating a Big Product Bet

Before building a product, it is important to validate customer value to ensure it is worth pursuing. Product discovery sprints are a great way to de-risk an idea and gain insights into customer value, usability, technical feasibility, and business viability. It is important to involve a cross-functional team and consider external facilitators to ensure the process is successful. Validation of customer value is key to ensure a product is useful, loved, and profitable.

Building a Functionality-Rich Product From Scratch

This article discusses the approach taken by a team building an energy management tool for commercial buildings. The team decided to start small by focusing on a single customer, building, and HVAC zone. This enabled them to answer technical questions and gather customer feedback without being overwhelmed by complexity. The article also provides lessons learned, such as starting small, being ruthless about what to eliminate, and being strategic about what to cut out.

Navigating Through a Meandering Career

This article encourages people to think of their career paths as meandering and to embrace uncertainties and emerging opportunities. It suggests that it is okay to not know where you want to go or what you want to do and encourages people to take opportunities that come up and stay curious. It also provides questions to ask yourself when you reach a career crossroads and suggests that maintaining a curious mindset and approaching your career as a learner can be beneficial.

Coping Under Pressure

This article describes the product management journey of a women’s e-commerce fashion portal. The product manager faced a number of technical issues in India, such as slow internet speeds and lack of personalization history, which restricted them from creating an app or website. They overcame these challenges by using A/B testing, building a minor feature for Google Chrome, and testing the product with a mirror version of the desktop website. The product manager also learned lessons such as not making assumptions, validating decisions with users, and planning with different variables and environments.