Chandra Sekhar Reddy Bora

Few truths on career success as a Product Manager: 1. Your career's growth is a function of impact you create 2. Your impact is a function of your competence  3. Your competence is a function of your knowledge and actions Hence in order to grow PMs need to consistently show high agency, do a lot of hard work and have a consistent learning routine for up-skilling. #productmanagement

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Before I became a product manager I was working in data analytics and data science. I wish we did a better job at these product fundamentals: 1/ Understand your customer and what their pain point is. If you're doing executive reporting, understand what their dashboard needs to look like. Too often, we would model data thinking "the one dashboard to rule them all". This never worked, and didn't help our customer. If you're building a model that helps customers discover new items, don't optimise the model for repeat purchases. 2/ The customer does not care which fancy model or technique you used. I don't remember picking a movie and thinking "wow, I bet they used <insert fancy neural net> for this". Make sure it solves the problem at hand! 3/ Treat your dashboard or model or table like a product. Ask, does it still solve the problem it set out to? Have there been changes? Should I communicate these changes to my users? Is it still useful? Should I deprecate it? Is it still ethically and technically compliant? How easy is it to make iterative changes? 4/ The user experience matters. It's the little things. Is the information presented in an intuitive structure? Does my dashboard clean up countries or do I make users do things like country is ('ZM' or 'Zambia'). For a model, does it take forever to load? If it's a pipeline, is it easy to understand the transformations and are they well tested? As Shreyas Doshi covered it in this post you don't have to be a product manager to start doing these. As a data practitioner you should be doing this all the time!

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🚀 PM Hiring post with some busting the myth that you can only learn about building products in product orgs! 🚀 At Shuru, we’re looking for Product Managers who are passionate about solving product problems (Both zero-to-one and scaling) and are eager to learn by executing projects across a range of countries, industries and scales. 💡 What You’ll Get to Work On: • Zero-to-One Ideas: Be involved in the early stages of product development, from ideation to execution, turning concepts into impactful products. • Collaboration with Designers and Engineers: You’ll work alongside talented designers to create seamless user experiences and engineers to bring those designs to life. • Complex Stakeholder Management: Engage with diverse stakeholders, managing expectations, and ensuring alignment to product goals across different industries. • Learning Directly from Founders: You’ll have the opportunity to work closely with Shuru’s co-founders, learning from their years of experience and gaining invaluable insights. Meet my cofounders Kshitij Bhardwaj and Akashdeep Singh Kahlon • Global Exposure: Shuru Tech works on products for clients from multiple countries, giving you a broad, international perspective on product management challenges. We have worked for companies in Indonesia, Philippines, Singapore, India, France, UAE and Italy. 🚫 What You Won’t Be Doing: • Owning Business Metrics or P&L: Your focus will be on product execution, not managing profit and loss or business outcomes. • Long-Term Ownership of One Product: At Shuru, you won’t be tied down to one product for years. Instead, you’ll get exposure to a variety of products and industries, keeping the work dynamic and engaging. 🌍 Why Shuru Tech? At Shuru, we believe in first principles thinking and encourage openness in all our work. We offer a unique environment where you learn by doing, supported by a culture that values growth, experimentation, and innovation. Here’s what makes us stand out: • Remote-First Culture: We embrace remote work, and our team operates from all over the world, using Gather and Slack to stay connected and collaborative in a virtual workspace. • Learning-Focused: We provide a hands-on learning environment where you’ll get real ownership and experience across different sectors and products. • Work-Life Balance: Every 100 days, we take a no-work team outing to recharge and connect, ensuring that our team stays energized and motivated. Goa trip coming in November! • First Principles Approach: We encourage solving problems from the ground up, using logical, evidence-based reasoning to address challenges. If you want to work on a variety of exciting projects and contribute to products that impact different markets, apply at https://lnkd.in/gpaiFqti

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You are a PM and you love building new products/features. But most of your past launches looked promising on paper, had early beta users lined up but the product never really took off beyond early beta users. You iterate and you spend months agonising over why your product failed. Still you don’t see a clear answer. 😥 If you want to debug your scenario, sharing top 4 dysfunctions of early stage product teams(as experienced first hand across startups/Meta), which often lead to product failure: 1. Ship early/Fail fast: Your team focussed on the mantra ship-early and iterate, fail fast and other intelligent sounding jargons, rather than doing rigorous product thinking required in finding key underserved customer needs, which your team is uniquely positioned to build. 2. Let’s build for who we can reach: Your team focused on building for every customer you can reach easily, not for customers who really need something differentiated from you. 3. Lack of user segmentation:Your team had no in-depth understanding of who precisely you should build for and which needs you can address for them. 4. Falling in love with the solution, not the problem: If your team doesn’t obsess over solving real user pain points, the product will flop—no matter how cool the tech is. So next time, spend more time thinking about who you should really build for and why. And then think some more, as PMF is always attained for specific segments of customers having unmet needs not for everyone. #productmanagement #producteams

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🤔 A Product Manager's Dilemma 🤔 As PMs it’s crucial to balance listening to 'customer feedback' with 'visionary thinking'. While users can articulate their current needs—like wanting "faster horses"—it’s our job to 'dig deeper', identify underlying problems, and imagine innovative solutions that customers might not yet envision. ⭐True innovation often comes from challenging the status quo and looking beyond obvious improvements. #ProductManagement #Innovation #CustomerFeedback #VisionaryThinking #UserExperience #ProblemSolving #DesignThinking

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Nephew to my brother: I have a Product Related Question Brother: Ask her (me)..she is a Product Manager... Me: Okk ...tell me Nephew: What is the Product of smallest 1 digit and largest 4 digit number.... Bas yehi hona Baaki tha..... #ProductManagement #humoronly

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***99% of product managers don’t understand the super effective but non obvious levers for growth. *** Growth is not just paid traffic and writing blogs and good landing pages. Some obvious and non obvious levers - 1. The basic maths says ARPU > CAC so obviously the very first lever to get channel economics work is getting your funnel conversion as high as possible to make this maths work. 2. Now let’s talk about some non obvious levers- the first big one is bundling. Build bundled offerings/build products that increase the basket size in the same transaction. What does bundling do is it increases the ARPU for users which means that you have a better chance of winning the ARPU > CAC equation. 3. Next non obvious lever is to Improve organic/direct traffic %age of your overall traffic. What this does mathematically is brings down your blended CAC across organic + paid traffic and helps you win the ARPU > CAC equation or in other words the organic traffic and orders helps you experiment with higher CAC on your paid channels. How to improve organic/direct %, well build solid products to drive repeats, invest in an SEO engine to drive organic and so forth. 4. Next non obvious lever is help your team identify users on marketing channels who tend to engage with your product more. This means defining key milestone events on your funnel - sign ups, user demonstrating intent eg add to cart etc even before the final purchase and help your team build similar audiences to these users. Relying just on the final milestone will leave you with a much smaller sample to work with and super hard to scale. 5. Finally, a key part of making the economics work is specifically working on a product strategy that heroes high ticket size products. Which means working in tandem your growth team to work out product categories where interest in those categories (either shown by search volume/potential impression volume is high) and the ticket sizes are also reasonably high. Think of a 2x2, you want products with high ticket size and reasonable interest volume. What this does is again improves ARPU while lowering CAC helping you win the equation. Follow me for high quality content, not product philosophy but practical insights https://lnkd.in/gHweK_q7 AND also here https://lnkd.in/ggUKftFq My Playbook - https://lnkd.in/gHzyN-Xc My Channel - https://lnkd.in/gs6qnNUJ

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What explains the High & Low of Product Management? Maybe this series of events 👇🏽 1. 2020 - 2022: Orgs went on a frenzy of hiring PMs due to inflated market demand, and easy money amid COVID. 2. This made Product Management popular, more jobs, and a lot of work in market. This led to inflow of influencers, content creators, b-schools, bootcamps who started fuelling this category. 3. Post 2022: Now the winter came post covid (it all started with Google, Amazon, Meta layoffs). The influencers, content creators, bootcamps who were there to make quick money, now moved to more exciting things like AI, Prompt Engineering, Side Hustles, Productivity etc. Afterall, Going deep into PM as a content creator, isn't easy, they realized. Bootcamps are now diversifying into coding, DS, & other alternates. 4. The genuine demand from people who want to learn the craft of product management is still there, people who were originally creating content to help PMs are still there & helping people. If I could name a few of them: Deepak Singh, Diego Granados, Dr Bart Jaworski, Anuj Rathi, Vikrama Dhiman, Anshumani Ruddra, Liam Bolling, Malthi SS (Product Coach), and more. Learnings: If you are a content creator be ready for the up & down of industry and be an expert at what you create. You can't fake expertise. If you are a BootCamp: Please solve real problems of learning the PM craft and not just interview prep. Long term > Short Term. If you are an aspiring PM: Please have a genuine/real motivation to get into PM and not just go with what is trending. All great PMs today, started when PMing wasn't so cool. PM is a critical part of any organization and is here to stay, but inflated demand and short-term thinking won't stay for long. #productmanagement

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⚠️ Common Mistakes Product Managers Should Avoid ⚠️ Podcast - Career in Product Management Product management is a tough but rewarding role, and even the best product managers can stumble along the way. Here are some common mistakes to watch out for—and tips to avoid them: Neglecting Data: Decisions made solely on intuition can be risky. Always back your choices with data to validate hypotheses and track success. Ignoring Customer Feedback: Building a product without real customer insights is a recipe for failure. Stay connected to your users, regularly gather feedback, and iterate based on their needs. Lack of Clear Communication: Poor communication with teams and stakeholders can derail projects. Ensure everyone is on the same page by setting clear expectations and providing regular updates. Not Managing Stakeholder Expectations: Stakeholders may have conflicting goals, and failing to manage their expectations can create friction. Be transparent and set realistic expectations from the start. Being Inflexible: Rigidly sticking to a plan despite new information can harm your product. Stay adaptable and be ready to pivot when necessary. Underestimating the Importance of Team Collaboration: You can’t do it all alone! Successful products require input from engineering, design, marketing, and sales. Foster strong cross-functional collaboration. 🚀 Avoiding these mistakes will help you grow as a product manager and lead to building products that truly succeed in the market! Follow Dushyant Bhatt and Chaitanya Shahare for career guidance. #ProductManagement #CareerGrowth #Leadership #AvoidMistakes #CustomerFeedback #Prioritization #Teamwork #Innovation #StakeholderManagement #ContinuousImprovement

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The role of a product manager has undergone massive changes over the past decade. Product management teams must adapt to changing dynamics and acquire new skills by being data-informed, customer-centric and outcome-oriented. #product #productmanager #productmanagers #productmanagment #ProductManagement #productmanagement #productmanagerlife #productmanagement101 #productmanagementlife #productmanagementinstitute #productmanagementinsights

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Imagine The Big Bang Theory💥😎 characters as your PMs! 💼 Who's your favorite character from the series? 📺 Let us know in the comments below 👇 Follow The Product Folks to PM the right way!

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🌟 Developing Your Product Sense: Essential Tips for Aspiring Product Managers 🌟 Too often, we associate product management with simply executing tasks or managing timelines. Instead, cultivating product sense is about understanding and empathizing with the user while integrating that insight with strategic business objectives. It’s the synergy of these components that defines impactful product management. Here's how to sharpen your product sense: 1. User Empathy Over Features: Beyond adding new features, do you truly understand your users’ challenges? Are you solving their problems effectively? Instead of loading your roadmap with features, consider which ones will bring 10x the value compared to existing solutions. 2. Align User and Business Needs: It isn’t just about what the user wants; it’s also about what the business needs. Are the features you’re prioritizing driving user satisfaction while aligning with revenue goals? This dual focus is crucial. 3. Evaluating Impact Over Process: Are we making decisions based on real impact or getting lost in processes? Reflect on whether every decision contributes to a larger goal and real-world outcomes. 4. Curiosity is Key: Always ask "why?" Why is a feature important? Why should a user care? This constant pursuit of understanding distinguishes good PMs from great ones. #productmanagement #productsense #userempathy #businessstrategy #productdevelopment

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One of the most crucial ways to gauge a product's success isn’t just through user acquisition but by how well we retain those users. Understanding retention is key to unlocking insights into user satisfaction and the long-term value of your product. Let’s dive into some of the most commonly used retention models. #product #strategy #startup

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Product Management is one of the most vaguely defined roles in the Indian startup ecosystem. PMs gain their experience from the companies they work for. Companies take full liberty in how they use and train PMs to get the work done. That’s why you will always find PMs with different areas of strength. Folks could be good at one or more of the following: Data, user experience, design, research, project management, business, content, stakeholder management etc. But the irony is that companies, during interviews, still look for skill sets which they themselves cannot provide PMs once they join. Some of them also continue to have weird 1:10 ratio of PMs to Engineers, with unfinished work on the table, always. When things cannot just function coherently without a PM, why judge them differently? I think it is high time PMs get the credit for their true value, worth and contributions to the growth of the Indian startup space 🙂 #productmanagementirony #startuppms #pmvalue

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Product Management Mock Interview: Product Success Metrics For Uber Pickup Experience In this video, I conduct a mock interview with Aakash Gupta, a major influencer in the product management space, focusing on designing success metrics for Uber’s pickup experience. Learn about key product execution questions and strategies for Tier 1 companies like Uber. Key takeaways: ✅ Framing the Uber pickup experience question. ✅ Defining success metrics. ✅ Discussing rationale and goals. ✅ Rider and Driver perspectives. ✅ Designing a metrics dashboard. ✅ Final thoughts on key metrics. WATCH NOW to gain valuable insights into how top product managers approach real-world problems and develop effective solutions. 🎥 https://lnkd.in/eatJ96yT Stay tuned until the end for more tips and strategies on excelling in product management interviews and advancing your career. #PMAccelerator 

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Sharing an open Product Manager role, Typeform offers a unique opportunity to lead growth strategies that enhance the B2B user experience. Here’s my take on a potential strategy. Permit me to share "Growth", this new tool for working with forms from the Typeform. It offers you more variants of forms and logical links, which will allow marketers to work more flexibly in creating their own Customer Funnel. Typeform has an open Product Manager position, which would be a good opportunity to showcase your strategic thinking skills. I am sharing my ideas about the "Typeform - Growth" possible strategy. In product-led growth, adapting strategies to the unique needs of different customer segments is critical. At Typeform, we could maximize Growth feature adoption by tailoring strategies for two main groups: existing paid clients and new B2B users. 1️⃣ For existing clients who haven’t yet explored Growth, we should focus on: Personalized onboarding: Automated emails and push notifications that highlight Growth features and showcase how data-driven insights, report automation, and enhanced segmentation can benefit their workflows. Interactive examples: In-product interactive cases with real results and metrics demonstrating the added value of Growth functionality. Demonstration videos and easy sharing of analytics, API documentation, and client case studies: This content could attract new users from within the client’s team. 2️⃣ For new B2B users, quick integration and showcasing ROI are key: Guide to Success: Creating a specialized onboarding guide for building data-collecting surveys, forms, and quizzes tailored for different industries. Industry-focused templates and cases: Making Typeform instantly relatable by featuring use cases for each sector Integration with popular tools to make quick onboarding with essential tools like Slack, HubSpot, and Zapier to instantly show Typeform’s place in their ecosystem. 3️⃣ In B2B, case studies and templates are powerful motivators. Encouraging early adopters to share templates and success stories can drive adoption by creating a trusted community of shared knowledge and inspiration. When companies see similar businesses succeeding with Growth features, it's a powerful incentive to dive in. Finally, it’s not just about conversion but about retention through targeted actions. Integrations with clients’ existing CRMs are essential for long-term success. A targeted onboarding process emphasizing quick wins, tangible steps, and clear ROI can build momentum and help Typeform customers see the product's true potential. #ProductGrowth #ProductStrategy #PLG #Onboarding #GrowthMarketing #CustomerSuccess

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𝗖𝗮𝗿𝗲𝗲𝗿 𝗽𝗮𝘁𝗵 𝗶𝗻 𝗣𝗿𝗼𝗱𝘂𝗰𝘁 𝗠𝗮𝗻𝗮𝗴𝗲𝗺𝗲𝗻𝘁 In the last 3 months, aspiring Product Managers who reached me out for consultation have asked interesting questions. The second most popular question (first being how to transition into PM) was the career path for Product Managers. While designations tend to differ organisation to organisation but I widely categorise accountabilities rather than designations. Here are the categories: 𝗧𝗮𝗰𝘁𝗶𝗰𝗮𝗹 𝗥𝗼𝗹𝗲𝘀 𝙋𝙧𝙤𝙙𝙪𝙘𝙩 𝙈𝙖𝙣𝙖𝙜𝙚𝙧 - Responsible for day-to-day product management activities, owning the product roadmap, and bearing some strategic responsibility 𝘼𝙨𝙨𝙤𝙘𝙞𝙖𝙩𝙚 𝙋𝙧𝙤𝙙𝙪𝙘𝙩 𝙈𝙖𝙣𝙖𝙜𝙚𝙧 (𝘼𝙋𝙈) - Similar to a Business Analyst role, performs analysis and makes recommendations but doesn't have full decision authority of a Product Manager 𝗦𝘁𝗿𝗮𝘁𝗲𝗴𝗶𝗰 𝗥𝗼𝗹𝗲𝘀 𝙋𝙧𝙞𝙣𝙘𝙞𝙥𝙖𝙡 𝙋𝙧𝙤𝙙𝙪𝙘𝙩 𝙈𝙖𝙣𝙖𝙜𝙚𝙧 - The highest level of individual contributor product manager, responsible for defining product strategy 𝙃𝙚𝙖𝙙 𝙤𝙛 𝙋𝙧𝙤𝙙𝙪𝙘𝙩 - Owns the strategy and delivery of a full product or large feature, manages the product team, and owns the product roadmap and KPIs 𝗟𝗲𝗮𝗱𝗲𝗿𝘀𝗵𝗶𝗽 𝗥𝗼𝗹𝗲𝘀 𝙂𝙧𝙤𝙪𝙥 𝙋𝙧𝙤𝙙𝙪𝙘𝙩 𝙈𝙖𝙣𝙖𝙜𝙚𝙧 / 𝙋𝙧𝙤𝙙𝙪𝙘𝙩 𝘿𝙞𝙧𝙚𝙘𝙩𝙤𝙧 - Leads a team of product managers, responsible for product strategy for a specific product or set of products 𝙇𝙚𝙖𝙙 𝙋𝙧𝙤𝙙𝙪𝙘𝙩 𝙈𝙖𝙣𝙖𝙜𝙚𝙧 - Leads an entire product or product feature, often managing other product managers, develops the product roadmap 𝗘𝘅𝗲𝗰𝘂𝘁𝗶𝘃𝗲 𝗥𝗼𝗹𝗲𝘀 𝘾𝙝𝙞𝙚𝙛 𝙋𝙧𝙤𝙙𝙪𝙘𝙩 𝙊𝙛𝙛𝙞𝙘𝙚𝙧 (𝘾𝙋𝙊) / 𝙑𝙋 𝙤𝙛 𝙋𝙧𝙤𝙙𝙪𝙘𝙩 - Focused on company strategy and how it translates into product strategy, manages the entire product portfolio, responsible for P&L and revenue KPIs 𝘿𝙞𝙧𝙚𝙘𝙩𝙤𝙧 𝙤𝙛 𝙋𝙧𝙤𝙙𝙪𝙘𝙩 𝙈𝙖𝙣𝙖𝙜𝙚𝙢𝙚𝙣𝙩 - Focuses on product strategy and how it aligns with company goals, manages product managers 𝗞𝗲𝘆 𝗱𝗶𝗳𝗳𝗲𝗿𝗲𝗻𝗰𝗲𝘀: 𝗧𝗮𝗰𝘁𝗶𝗰𝗮𝗹 roles focus on day-to-day product management activities 𝗦𝘁𝗿𝗮𝘁𝗲𝗴𝗶𝗰 roles define product vision and strategy 𝗟𝗲𝗮𝗱𝗲𝗿𝘀𝗵𝗶𝗽 roles manage teams of product managers 𝗘𝘅𝗲𝗰𝘂𝘁𝗶𝘃𝗲 roles set company-wide product strategy and manage the overall product portfolio #productmanagement #productmanager #careerpath #career ~~ If you found this post helpful, repost ♻️ this and follow The Product Leap for daily content at 𝟭𝟭 𝗔𝗠 & 𝟱:𝟯𝟬 𝗣𝗠 𝗜𝗦𝗧.

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𝗖𝗮𝗿𝗲𝗲𝗿 𝗽𝗮𝘁𝗵 𝗶𝗻 𝗣𝗿𝗼𝗱𝘂𝗰𝘁 𝗠𝗮𝗻𝗮𝗴𝗲𝗺𝗲𝗻𝘁 In the last 3 months, aspiring Product Managers who reached me out for consultation have asked interesting questions. The second most popular question (first being how to transition into PM) was the career path for Product Managers. While designations tend to differ organisation to organisation but I widely categorise accountabilities rather than designations. Here are the categories: 𝗧𝗮𝗰𝘁𝗶𝗰𝗮𝗹 𝗥𝗼𝗹𝗲𝘀 𝙋𝙧𝙤𝙙𝙪𝙘𝙩 𝙈𝙖𝙣𝙖𝙜𝙚𝙧 - Responsible for day-to-day product management activities, owning the product roadmap, and bearing some strategic responsibility 𝘼𝙨𝙨𝙤𝙘𝙞𝙖𝙩𝙚 𝙋𝙧𝙤𝙙𝙪𝙘𝙩 𝙈𝙖𝙣𝙖𝙜𝙚𝙧 (𝘼𝙋𝙈) - Similar to a Business Analyst role, performs analysis and makes recommendations but doesn't have full decision authority of a Product Manager 𝗦𝘁𝗿𝗮𝘁𝗲𝗴𝗶𝗰 𝗥𝗼𝗹𝗲𝘀 𝙋𝙧𝙞𝙣𝙘𝙞𝙥𝙖𝙡 𝙋𝙧𝙤𝙙𝙪𝙘𝙩 𝙈𝙖𝙣𝙖𝙜𝙚𝙧 - The highest level of individual contributor product manager, responsible for defining product strategy 𝙃𝙚𝙖𝙙 𝙤𝙛 𝙋𝙧𝙤𝙙𝙪𝙘𝙩 - Owns the strategy and delivery of a full product or large feature, manages the product team, and owns the product roadmap and KPIs 𝗟𝗲𝗮𝗱𝗲𝗿𝘀𝗵𝗶𝗽 𝗥𝗼𝗹𝗲𝘀 𝙂𝙧𝙤𝙪𝙥 𝙋𝙧𝙤𝙙𝙪𝙘𝙩 𝙈𝙖𝙣𝙖𝙜𝙚𝙧 / 𝙋𝙧𝙤𝙙𝙪𝙘𝙩 𝘿𝙞𝙧𝙚𝙘𝙩𝙤𝙧 - Leads a team of product managers, responsible for product strategy for a specific product or set of products 𝙇𝙚𝙖𝙙 𝙋𝙧𝙤𝙙𝙪𝙘𝙩 𝙈𝙖𝙣𝙖𝙜𝙚𝙧 - Leads an entire product or product feature, often managing other product managers, develops the product roadmap 𝗘𝘅𝗲𝗰𝘂𝘁𝗶𝘃𝗲 𝗥𝗼𝗹𝗲𝘀 𝘾𝙝𝙞𝙚𝙛 𝙋𝙧𝙤𝙙𝙪𝙘𝙩 𝙊𝙛𝙛𝙞𝙘𝙚𝙧 (𝘾𝙋𝙊) / 𝙑𝙋 𝙤𝙛 𝙋𝙧𝙤𝙙𝙪𝙘𝙩 - Focused on company strategy and how it translates into product strategy, manages the entire product portfolio, responsible for P&L and revenue KPIs 𝘿𝙞𝙧𝙚𝙘𝙩𝙤𝙧 𝙤𝙛 𝙋𝙧𝙤𝙙𝙪𝙘𝙩 𝙈𝙖𝙣𝙖𝙜𝙚𝙢𝙚𝙣𝙩 - Focuses on product strategy and how it aligns with company goals, manages product managers 𝗞𝗲𝘆 𝗱𝗶𝗳𝗳𝗲𝗿𝗲𝗻𝗰𝗲𝘀: 𝗧𝗮𝗰𝘁𝗶𝗰𝗮𝗹 roles focus on day-to-day product management activities 𝗦𝘁𝗿𝗮𝘁𝗲𝗴𝗶𝗰 roles define product vision and strategy 𝗟𝗲𝗮𝗱𝗲𝗿𝘀𝗵𝗶𝗽 roles manage teams of product managers 𝗘𝘅𝗲𝗰𝘂𝘁𝗶𝘃𝗲 roles set company-wide product strategy and manage the overall product portfolio #productmanagement #productmanager #careerpath #career ~~ If you found this post helpful, repost ♻️ this and follow 👉 The Product Leap for daily content at 𝟭𝟭 𝗔𝗠 & 𝟱:𝟯𝟬 𝗣𝗠 𝗜𝗦𝗧.

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