YOUR GUIDE

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 impact for your business.

Handled well, this role becomes a catalyst...

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 deadlines. In reality, it leads to rework, wasted investment, and ...

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 come back to these five themes again and again. They’ve helped my cl...

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. They turn confusion into clarity without formal authority.

Tha...

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, but are not gaining traction in the market. 

These are symptom...

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 where outcome roadmaps come in.

The Difference

A product roadm...

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 is no one responsible for making sure the product itself is set up...

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:
“How do I move from one level to the next?”

This guide walks you...