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 ...

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,
...

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...

Manufacturers thrive on efficiency, but when it comes to bringing the right products to market, many rely on gut instinct, engineering-driven decisions, or sales pressure instead of a structured approach.

If your company is just starting to think ab...

When I talk with manufacturers, I often ask a simple question: What outcomes are you working toward?

The answers usually fall into two categories: big-picture business goals and specific product outcomes. While they’re connected, bridging the gap be...

When I talk with manufacturers, one topic comes up over and over: the frustration of seeing great ideas not translate into great products. It’s not always about effort, it’s about navigating the common challenges that hold products back from reaching...

For B2B manufacturers, the path to growth and profitability often hinges on the way leadership drives the organization’s focus. Should your company be product-led, marketing-led or sales-led? The reality is, the best solution often lies in finding th...

Product management is often misunderstood. Many see it as just another function that keeps projects moving or checks off tasks. But effective product management is much more. It is a strategic role that balances the needs of customers, the goals of t...