Over the years, I’ve seen companies hire their first product manager with high expectations.

But without a clear plan, the role can quickly lose momentum and fail to deliver value. The first 90 days are make-or-break for the product manager and impa...

I have seen product launches fail to meet the business’s expectations. Not because the idea was wrong, but because teams were not aligned on the decision from the start.

On the surface, misalignment might look like a few extra meetings or shifting d...

Over the years, I’ve noticed a pattern working with startups, global brands, and middle-market manufacturers.

The best product teams don’t follow a rigid playbook. They build from a strong foundation and adapt with clarity and flexibility.

I’ve com...

We don’t talk enough about the manager part of being a product manager.

Most of the time, the spotlight stays on features, launch dates, and roadmaps. But the best product managers don’t just manage the product.

They lead people and guide decisions...

Most manufacturing leaders I talk to feel something is off, but they struggle to see the real problem. 

• They see the revenue numbers, but sales are flat. 
• Their team is busy, but results aren’t following.
• Their new product launches are on time,
...

Most product roadmaps are built to plan delivery. They outline what features are coming and when. They help with schedules, internal alignment, and keeping teams busy. But there’s a difference between building products and delivering results.

That’s...

In most small to mid-sized manufacturers, the product manager doesn’t exist.

Instead, the work gets split:

• Sales brings market feedback.
• Engineering handles development.
• Marketing crafts the messaging.
• Operations manages launch.

But there i...

In my Six Levels of Product Management framework, I break down the responsibilities across roles, from Associate PM to Chief Product Officer. But definitions are just the starting point.

What product managers and team leaders really want to know is:...