I’ve worked with a lot of manufacturers where a product wasn’t failing, but it wasn’t gaining the traction the company expected.

As I talked with the team, something felt off and they weren’t clear what to do next. They shared the hope they had for ...

I’ve never worked with a middle market manufacturer that had perfect data.

Product information is usually scattered across systems that don’t talk to each other. Market data is often missing, outdated, or not shared across the organization.

But you...

The title Product Manager can mean many different things depending on the company.

In software, it’s a well-defined role, but in manufacturing, it’s often misunderstood, or missing entirely.

Most manufacturing leaders either don’t have a product ma...

In most founder-led manufacturing companies, the CEO starts out as the first product manager.

You saw the customer problem. You shaped the first product. You made the calls on development, pricing, and how to take it to market.

That hands-on focus ...

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...