Unnaka K.

How often should you schedule user interviews ? There is no perfect answer, but as described by Teresa Torres, having a target of 1 interview per week is a very good target. Here are some of the tricks I use to talk to users as often as possible: - 📤 cold emailing with precise topics and rewards : clearly describe in your email what you want to talk about, how much time it will take, and also what you will offer to your users in return (their time is as valuable as yours) - 📅 Link to calendly directly in your app : any user who wants to talk with your Product team should be able to schedule a meeting thanks to a button within the app - 🙌 Leverage power users through community : having a community of ambassadors, recruited among your power users, can be also a very good way to talk to users whenever you feel the need, or to confirm any assumption you’re not sure about And you ? How often do you meet users, and what are your best practices to keep that pace ? --- My name is Laurent Perotin, and I will post every week day at 10am one of my thoughts about Product Management. Don’t hesitate to follow if you’re interested ! And if you want to discuss about PM stuff, don’t hesitate to contact me as well 😊

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Are you a product manager who is ready to do the most meaningful work of your career ? At Virta we've reversed diabetes (yes it can be reversed), through nutrition, without drugs, for 10,000s of people. Along the way we've helped even more recover from obesity (hello sustainable drug free weight loss) We're hiring for a Senior PM for Platform. You're the kind of person who can help teams build powerful and extensible engines that power --- everything, ensuring we design for tomorrow, while building (lean startup style) for today. You're also excited by the opportunity to improve our coach and care team tools, and know how to put Machine Learning and AI to work. You've honed your craft and are ready to put your talents to work in a way you'll be proud to tell your family and friends. The technology you build will change 10,000s of lives next year. But what excites you most is that with over 1B people in the world needing improved metabolic health --- this is just day 1. PS ... you're going to love the people you work with. If this isn't you --- but you want to change the world --- still reach out. We're hiring all the time and there's a "when, not if" to us needing you too. https://lnkd.in/gDbBs-jx #diabetes #glp1 #obesity

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How we try to "walk the talk" in this instance is that leading up to "product release" the Product Marketing team is the "Voice-OF-the-market" and once the release hits we are the "Voice-TO-the-market". It is also very helpful to visualize as a Cycle and not linear, because launch and post-launch measurement feed directly into Discovery. "Post-mortems" become "pre-development" activities

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French 🇫🇷 people are culturally wired to be great product managers. Why is that? Because French people say No 👎. Often. (Did I hear "too much"?) Jokes aside, defining #priorities is defining what you should be doing, but more than anything, what you should NOT be doing. For 1 Yes, there should be 10 No. And it's hard. I'm guilty myself of not saying "No" enough. I want to be nice to my customers, the sales team, the support team. I want to act as a team player, and it's so much easier to say Yes! So how do you rephrase your No to make it better accepted? - Highlight the Focus 🎯: Explain what you will be focusing on instead, and how that will move the needle. This help shift the conversation to what’s being gained rather than what’s being declined. - Empathize and Offer Alternatives 🫴: Acknowledge the problem or request and explore alternative solutions within the limits of your product—or even outside of it. This shows you’re still committed to solving the issue, even if not in the originally proposed way. What strategies do you use to say No effectively without burning bridges? #productmanagement #prioritization #productdevelopment #leadership #PMtips #Frenchpeoplerock

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MVP—> 🚀 launching a 💩 product into the wild 🦁! Some people think of the Minimum Viable Product (MVP) as the minimal effort needed to launch a product; this misunderstanding usually results in a poor product. The customer experience matters: how they see, hear, feel, and interact with your product. A wrong first impression leads to churn and negative associations. Internally, a rushed MVP creates operational bottlenecks and workarounds, increasing costs and making the product rigid. The key word is "viable". An MVP should help your organisation mitigate risk by testing the product in the real world early. Some call it a Minimal, Lovable Product, focusing on solving customer problems and providing value. Products are complex. Viewing them as ecosystems rather than linear constructs helps frame the MVP. Don't waste time gold-plating; you don't know how your product will be received. Find the balance between launching early and offering a viable/lovable solution. Next time someone mentions MVP, ask: Will it scale (if needed)? Will it cause churn? Is the experience viable? What's the impact on operational costs as you grow? #mvp #mlp #product Image DALL-E using the text as a prompt, spot the hallucinations and errors 😆

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Are you a product manager who is ready to do the most meaningful work of your career ? Want to change lives and apply GenAI to do so ? At Virta we've reversed diabetes (yes it can be reversed), through nutrition, without drugs, for 10,000s of people. Along the way we've helped even more recover from obesity (hello sustainable drug free weight loss) We're hiring for a Senior PM for Adoption. You're the kind of person who can connect deeply with our members and guide our teams to solve their diverse pain points, removing barriers and lifting motivation and self belief. You’re expert at lean startup execution, falling in love with problem spaces, crafting MVPs and maximizing learning. You're also excited by the opportunity to improve our coach and care team tools, and know how to put Machine Learning and AI to work. You've honed your craft and are ready to put your talents to work in a way you'll be proud to tell your family and friends. The technology you build will change 10,000s of lives next year. But what excites you most is that with over 1B people in the world needing improved metabolic health --- this is just day 1. PS ... you're going to love the people you work with. If this isn't you --- but you want to change the world --- still reach out. We're hiring all the time and there's a "when, not if" to us needing you too. https://lnkd.in/guGtk7_Y #diabetes #healthtech #GLP-1

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All Product Mgt coaching (PMC) is valuable if there is a tangible RoI. The problem is ensuring the cost meets the value. Coaches ask for a fee based on their own experience, not the level of student and career level (mostly), for obv reasons. This makes it difficult for those in the earlier stages of Product Management to be able to afford good PMC, which are the ones who need it the most but are unlikely to get the most RoI due to the high cost. I’ve found this is similar for all coaching. This is where Evie’s group coaching offers significant value as it allows entry level and ‘younger PMs’ access to advanced experience and advice without the hefty price tag that comes with one on one coaching. #Coaching #PM #learning #product

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Reducing feedback cycles with Slack! Customer Focused - Tech issues : Alerts on the JIRA project that tracks customer issues. - Feedback: Alerts on the playstore/appstore ratings by customer. Development Lifecycle - All PRs and branch creation - Master merges - Success and failure of builds - JIRA issues/alerts and confluence updates Infrastructure Monitoring - Alerts on response times, availability, error rates - Aws alerts for critical events - Pagerduty integration for incident handling Personal Productivity - Alerts on calendar, drive shares etc I have listed down down how I use Slack, in addition to team communication, everyday. What are additional usecase you handle? #slack #softwaredevelopment #devops #productivity #sre

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Churn Metrics you need to know as a founder or product manager ☹️📉 Churn is a complex phenomenon and there are several ways to describe it. There are also different types of churn to track. I’ll do my best to explain them in this post: Monthly Unit Churn: The % of customers lost from previous month’s total customers. This measured number is often also assumed to be the constant rate at which customers churn monthly, but that is a very broad simplification. Monthly retention: Instead of measuring how many leave in a month, you can measure how many stay after a month. Sometimes this is more convenient. For example: a 5% churn is the same as a 95% retention. Retention by cohort: Churn rate rarely stays the same when monitoring a group of users or customers over an extended period. Often, a large proportion drops out early on, followed by a gradual decrease in departures over time. Therefore, it is often helpful to track, in a table or graph, how many customers who joined in a specific month remain after each subsequent month. This technique is often referred to as cohort analysis. Resurrection-rate: Relative to previous month’s total customers, how many old churned customers were you able to win back. I like to define it this way (like a growth rate) so that you can multiply it together with churn to get the effective churn. Effective churn-rate In case you experience resurrection (and do not count resurrected customers as new customers), it makes sense to calculate one number to understand the impact of customers lost and old lost customers resurrected. This is sometimes called “Net Churn” and it should not include new users acquired. In general, churn is a complex process, which cannot be depicted completely with just one number. Although for simplicity in our forecasts, it is often convenient to work with just a rate (and maybe factor in an initial drop right after signup). I'll share another post later with more info about this topic and how I like to model churn. -- Follow me for more content like this and let me know if you need any help with your product analytics!

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Why the go-to-market motion is broken (and how to fix it): Every product manager and product marketing manager, ever, has experienced 𝘁𝗵𝗶𝘀: 𝗣𝗠 → "We just released the product, woo-hooo! Let's go-to-market NOW!" 𝗣𝗠𝗠 → "What the f..." 𝗢𝗹𝗱 𝘄𝗮𝘆: ↳ Product team finish the release and hand it off to product marketing only once it is complete ↳ Product marketing tries to work out what was released and reverse engineers everything to 'scramble' a launch to market 𝗡𝗲𝘄 𝘄𝗮𝘆: → Product management and product marketing work in parallel on dual tracks → Each focuses on their own perspectives of the shared objective of solving for the customer ↳ Product focus on releasing a great product ↳ Product marketing focuses on success in the market Is it too much to ask? Is it really that difficult to work together? Leave a comment 👇 Aatir Abdul Rauf nailed this in his weekly bi-weekly newsletter; give him a follow. 🙌 ---- 👇 Want PDFs of 𝗺𝘆 top infographics? 👇 ▶️ Go Here: https://lnkd.in/eceyhemc Follow me (Harvey Lee) for daily inspiration on careers, work life, and strategic marketing.

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𝐔𝐧𝐩𝐨𝐩𝐮𝐥𝐚𝐫 𝐨𝐩𝐢𝐧𝐢𝐨𝐧: Product teams never understood what MVP (Minimum Viable Product) meant. How many times has it happened? You did everything by the book: interviewing users, looking at data, picking the "must-have" functionalities, and creating a clear story, but there were no learnings from the shipped MVP. My only question is: would you drive or buy a car without bodywork? Four wheels, an engine, and a steering wheel don't make it a good MVP. Instead, switch to this concept: 𝐌𝐢𝐧𝐢𝐦𝐮𝐦 𝐋𝐨𝐯𝐚𝐛𝐥𝐞 𝐏𝐫𝐨𝐝𝐮𝐜𝐭 (𝐌𝐋𝐏). As a product team, we should always be focused on the users. What's the minimum required to ensure a few users love our product? Delighting your users shouldn't be underestimated. Do not build something you wouldn't use, even if it works.

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Very few job interviews have a lasting impact on your career. In ~2017 I had the privilege of being interviewed by Shardul. I was super green. I had no idea what I was doing. My view of being a good PM involved how eloquently I could explain how I implemented the RICE framework. For a few hours, Shardul took me through one of the most engaging whiteboard exercises I’ve ever done interviewing for PM roles. I thought, “how do I start to think like this guy?” Shortly after that, I found Street Smart Product Manager: a treasure trove of product insights Shardul shared from years of personal experiences. I read through practically every article and subscribed to a few courses. However, a few years ago, I was devastated to find out Shardul was taking it down to focus on other projects. Today, I found out it’s coming back! I’m so excited that Shardul is bringing back Street Smart Product Manager and urge anyone interested in starting a product role or leveling up their existing product career to check out this blog. You won’t regret it.

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From Product Talk: Product in Practice: Bringing the Discovery Habits to WebMD The larger and more complex your company is, the more challenging it can be to introduce continuous discovery. For this Product in Practice, we caught up with Sandrine Veillet, VP of Global Product at WebMD. Sandrine shares her multi-step, methodical approach to rolling out continuous discovery, including some of the major challenges she’s encountered along the way. Read more: https://buff.ly/4dgoXQY ❓ What challenges have you encountered while trying to introduce continuous discovery practices in your organization, and how have you addressed them? #prodmgmt #ux #engineering

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Is your roadmap a "good buy" ? Or are you ready to say goodbye to it? Good buys, roadmaps, and new hobbies on this Dear Roadmap letter with Adam Thomas #roadmap #roadmaps #prodmgmt #productmanagement

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You know the product manager role is urgent when the CEO of the company is posting the role himself. Do yourself and favor and Skool to access the right message to send over there. https://lnkd.in/guqpNeFX Don’t waste your shot saying you are interested 🤣🤣🤣, you applied, or you would like to connect. Your LinkedIn message IS YOUR PITCH to view the resume. #productmanagement

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Have you ever heard the phrase "eat your own dog food"? I firmly believe that no matter your role, it's crucial to actively use and experience the product you work on. This is especially true for product teams, and here’s why: 1. Understanding of the Product: You gain a deeper, firsthand knowledge of how your product functions. 2. Identify Experience Opportunities: You directly encounter any user experience gaps or pain points, just like your customers do. 3. Advocacy: You become a stronger advocate for your product, understanding its strengths and where it can improve. At Universal, I encourage my teams to visit our parks and use our app as often as possible. And honestly, it's hard to beat when your "product" happens to be technology inside a theme park! Here's a challenge: once a month, set aside time to use your product—whether it's an internal tool or an external offering. Go through the getting started process to see your product through the eyes of a new customer. Then, dive into some of the primary tasks or "jobs to be done." For us, that means finding an attraction, placing a food order, or receiving a notification when a wait time is low.

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🔍 A/B Testing Tips for Product Managers A/B testing is all about fine-tuning for better results. Here’s how to stay on track: 1️⃣ Frequency: More tests mean better odds of finding winners. Think of it like buying more lottery tickets. 2️⃣ Win Rate: Boost success by basing tests on data, not just gut feelings. 3️⃣ Effect Size: Focus on changes that make a big impact, not just minor tweaks. Balance these three, and you’ll nail your A/B testing strategy! For more, check out Alex Birkett’s blog: ‘What’s the Ideal A/B Testing Strategy?’ #ProductManagement #ABTesting

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Ever noticed how product roadmap talks can get intense? They go something like this: 𝗩𝗣 𝗦𝗮𝗹𝗲𝘀: “Without this new feature, we will lose deals.” 𝗩𝗣 𝗖𝘂𝘀𝘁𝗼𝗺𝗲𝗿 𝗦𝘂𝗰𝗰𝗲𝘀𝘀: “Without this product improvement, customers will churn.” 𝗩𝗣 𝗥&𝗗: “Without this infrastructure upgrade, our system will break” I too need to constantly remind myself: just because you 𝗖𝗔𝗡 build something doesn’t mean you 𝗦𝗛𝗢𝗨𝗟𝗗. In these discussions, I go back to these principles: 𝗣𝗿𝗼𝗱𝘂𝗰𝘁 𝗶𝘀 𝗻𝗼𝘁𝗵𝗶𝗻𝗴 𝘄𝗶𝘁𝗵𝗼𝘂𝘁 𝗱𝗶𝘀𝘁𝗿𝗶𝗯𝘂𝘁𝗶𝗼𝗻: Will this new feature/improvement impact our distribution and GTM? If so, how? 𝗣𝗮𝗶𝗻 𝘃𝘀. 𝗣𝗿𝗼𝗺𝗶𝘀𝗲: Does it solve an existing pain or create a new opportunity? If a pain, how do we know it actually is? Is there a cheaper/faster way to validate before committing R&D resources? Do we have any data on this? 𝗕𝗶𝗴𝗴𝗲𝘀𝘁 𝗖𝗵𝗮𝗹𝗹𝗲𝗻𝗴𝗲 (𝘁𝗵𝗲 𝟴𝟬𝟬-𝗽𝗼𝘂𝗻𝗱 𝗴𝗼𝗿𝗶𝗹𝗹𝗮 𝗾𝘂𝗲𝘀𝘁𝗶𝗼𝗻): What’s our company’s biggest obstacle for success in the next 6-12 months?Is it churn? prioritize capabilities that impact that. If GTM, focus on product aspects that accelerate distribution. If we expect scaling issues, prioritize infrastructure. 𝗢𝘃𝗲𝗿-𝗖𝗼𝗺𝗺𝘂𝗻𝗶𝗰𝗮𝘁𝗲 𝘁𝗵𝗲𝘀𝗲 𝗽𝗿𝗶𝗼𝗿𝗶𝘁𝗶𝗲𝘀: Constantly communicate to all stakeholders WHY we’re prioritizing one aspect to another. Don’t assume everyone sees the same picture and don't assume that your picture is the correct one. Bring data to backup your claims. 𝗙𝗶𝗻𝗮𝗹 𝗻𝗼𝘁𝗲/𝗿𝗮𝗻𝘁: If you're unclear on the reasoning behind product roadmap priorities, challenge leadership and seek answers. If they don't welcome tough questions or value meaningful discussions, it might be time to rethink your place. Your time is too f%$!ing precious for blind obedience—we have AI for that... for now, at least.

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