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:...

For manufacturers, it’s easy to focus on performance specs, technical capabilities, and product reliability.

But if your customers struggle to use the product or don’t use it the way you expected, none of that matters.

That’s where a usability stud...

I’ve seen two kinds of conversations in product strategy.

One group jumps to ideas fast.
“What if we added this feature?”
“We need something new.”

They move quickly. They stay busy.
But they rarely move the market.

The other group slows down.
They ask...

Most product roadmaps are built to satisfy internal priorities.

They’re packed with features, organized by release dates, and shaped by competing voices inside the business.

But when a roadmap isn’t grounded in what your customers actually need, it...