Brian Crofts, Chief Product Officer at Pendo, believes uncovering and understanding client pain points allows him to build products that truly resonate. Brian joined Pendo from Namely, and formerly from Intuit, where he started his career in finance before finding his passion for product. He worked on new businesses for TurboTax and later led global [...] Read more »
Enterprise products are hard to build, maintain and scale. This month's ProductTank is focusing on the skills it takes to build a successful product in an en...
One of the most typical difficulties that a Product Manager faces is deciding whether to work for a startup or a larger organisation in order to advance their career. Let's go over the characteristics of a Product Management function in both startups and larger businesses.
In my last article, I shared with you some of the key learnings from The Lost Interview with Steve Jobs. But there is so much gold in that 70 minute interview, that I wanted to highlight a different topic in this article. If you read much SVPG content, you know that we’re all about the...
I spend so much of my time coaching, writing, and talking about how different it is to build products at strong product companies versus the rest. When a product person, or especially a product coach, has not yet had the good fortune to work on a strong product team at a strong product company, then...
Let’s look at one key to making new habits that stick. Habits don’t begin with action. Habits begin with a trigger to Action.
Product Leadership Coach Petra Wille provides tips and frameworks for product managers to improve their storytelling capabilities.
I’m thrilled LinkedIn has added Dyslexic Thinking to its recognised skills list. This is significant because it recognises this unique way of thinking as a positive trait and something people should be proud of.
We’ve all heard of MVPs. With its build fast and fail fast approach, it helped many adapt to constant feedback loops and quick iterations.
Jared Spool investigates Themes, in which instead of promising to build a specific feature, the team commits to solving a specific customer problem.