Priya Padmanabhan

The Hands-On Product Leader: Why Deep Product Knowledge Matters In the fast-paced world of product management, it's easy for product leaders to get swept away by the big picture. Strategy, organizational alignment, budget control, and market-facing activities all demand attention. However, true product leadership thrives on a deep understanding of the very products it manages. This may seem counterintuitive - after all, product leaders set the context and guide teams to execute, right? But staying intimately familiar with the product's core functionalities is a critical component of effective leadership. Here's why a hands-on approach is essential: 1. Meaningful Guidance and Direction: A product leader who can demonstrate the product at any moment is demonstrably engaged in its intricacies. This level of exposure allows for informed guidance to the product team. They can provide insightful feedback on feature development, anticipate user pain points, and drive solutions that truly address market needs. 2. Enhanced Representation: Deep product knowledge allows you to be a stronger advocate for your product in both internal and external forums. You can confidently answer questions, address concerns, and demonstrate subject matter expertise that inspires confidence. This contrasts with relying on product managers or owners for all conversations, potentially undermining your credibility and authority. 3. Synergy and Efficiency: By being well-versed in the functionalities of your product and others within the organization's ecosystem, you can identify potential synergies. This knowledge empowers you to define strategies that leverage product convergence, minimizing wasteful investments and maximizing operational and financial efficiencies. 4. Breaking Down Silos: Product leaders operating in isolation can create a fragmented product landscape. Hands-on knowledge fosters collaboration with other product leaders. By understanding the nuances of each product, you can identify opportunities for collaboration, avoiding duplicated efforts and driving a more cohesive product strategy across the organization. The takeaway? Staying close to the product isn't a sign of micromanagement; it's a crucial element of effective product leadership. It fosters deeper team engagement, propels strategic direction, and ultimately fuels long-term product success. Call to Action: Share your thoughts! Have you witnessed the benefits of hands-on product leadership? Let's keep the conversation going and elevate the product management discussion.

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If you are happy and you know it you are not a Product Manager! If you are happy and you know it you are not a Product Manager!! If you are happy and miserable and you really want to show If you are happy and miserable then you are a full stack Product Manager!😀 Cheers to all the PM’s and the ones in making. Be at it and may the forces be with all you folks!! Inspired from the nursery rhymes 😀 Book an appointment to connect with me and know more. 😀 #Productmanagers #proud #productmindset

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Nikhil Krishnan joked about chat room functionality in the context of value-based care coordination as if it were a pipedream. It was all a dream until a couple of months ago - now it’s real - along with automated value-based care administration. We’ve natively integrated and automated enrollment, authorization, claims, adjudication, repricing & provider reimbursement to remove the bottleneck hindering greater direct-to-employer adoption. Scalable same-day payvider reimbursement is here. This rough demo video shows the functionality in the context of a multi-party surgical bundle ordered and pre-approved (ie codified plan design) by a DPC doc anchoring a level-funded plan. The pre-authorized procedure order triggers automated claims fund withdrawal at predefined direct contract rates stored in the dedicated plan environment in our database. The member chats and shares records with the physician, facility, and anesthesiologist right from the comfort of their personal longitudinal health record in Mishe. The video then cycles through the views from each individual provider’s dashboard where they “redeem” their “voucher” (ie submit their claim) for instant adjudication triggering automated EFT reimbursement. The team’s been HARD at work bringing the value-based surgical bundle administration automation to life. Personally, I've been actively working towards this moment for about 2 years and passively for 10. We're officially a clinically integrated network (CIN) without the admin headaches and look forward to developing unique quality-driven care models with the best clinical advisory board one could ask for. More on this soon. We’re implementing this with surgery centers treating patients from your favorite venture-scale COE companies and look forward to accelerating DTE adoption with the release of our API later this year. The applications for automated value-based care bundles are endless: physical therapy groups, labs/diagnostics (solving for continuity problem), pharmacies, DPC, urgent care, etc. If you’re a clinician who sends or receives referrals, wants to get a better handle on care plan compliance, and/or believes that compensation for care coordination is table stakes, please DM me. If you’re a health system of any kind looking to integrate administration with care coordination to streamline operations, eliminate leakage & boost compliance, please DM me. We look forward to making bundle creation and network enrollment self-serve in the coming months, but for now you’re just a few minutes away when chatting with our 24/7 support team. This is the very tip of the iceberg of what’s to come. James Dimarco Adrienne Moore Ahilan "Siva" Sivaganesan, MD Benjamin Schwartz, MD, MBA Zach Mitchell Chris Severn Peter Pronovost MD, PhD, FCCM Austin F. Cheng, Esq. Benjamin Fenster Sam Moen Adam Hornback Nicholas M. Sean Kelley Keith Smith Duc M. Vo, MHA Ryan Kline Demetrio J. Aguila, III, MD, MA, FACS Lee Dragoonis Jon Van Der Veer, DO, MBA

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Love this from Vikrama Dhiman, a mantra for product managers:   👉 Raise difficult issues without being difficult to work with 👉 Bring out important topics without drawing importance to yourself 👉 You are in charge of getting the decisions made and not making all the decisions yourself Full podcast here https://lnkd.in/eruhWrPF

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In an era where product management has emerged as a coveted career path, it's essential to peel back the layers and gain a nuanced understanding of what it truly entails. While social media abounds with tales of product management prowess, the reality often diverges from the glossy narratives. This is a good perspective on why true mastery lies not in the glamour of the spotlight, but in the quiet diligence of everyday execution. #ProductManagement #Learning

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𝗣𝗿𝗼𝗱𝘂𝗰𝘁 𝗣𝗼𝘀𝘁 #𝟭𝟰: 𝗟𝗼𝗼𝗸𝗶𝗻𝗴 𝘁𝗼 𝗧𝗿𝗮𝗻𝘀𝗶𝘁𝗶𝗼𝗻 𝗶𝗻𝘁𝗼 𝗣𝗿𝗼𝗱𝘂𝗰𝘁 𝗠𝗮𝗻𝗮𝗴𝗲𝗺𝗲𝗻𝘁? 𝗗𝗼𝗻’𝘁 𝗠𝗶𝘀𝘀 𝗧𝗵𝗶𝘀 𝗣𝗼𝘀𝘁! 🙂 Over the past two years, I have worked as a Product Manager in the Healthcare industry at Optum and AthenaHealth. These companies share a powerful 𝘃𝗶𝘀𝗶𝗼𝗻: to integrate doctors, clinicians, and hospital administrators more deeply into their Product Management Ecosystem.   Their 𝗺𝗶𝘀𝘀𝗶𝗼𝗻: to leverage firsthand experiences and create better Healthcare products and services. This initiative is nothing short of groundbreaking 🤯  I have had the privilege of collaborating closely with 𝗱𝗼𝗰𝘁𝗼𝗿𝘀 who transitioned into Product Management roles. Their unique perspective consistently surprised me. As doctors, they infuse 𝗶𝗻𝘁𝗮𝗻𝗴𝗶𝗯𝗹𝗲 𝗾𝘂𝗮𝗹𝗶𝘁𝗶𝗲𝘀—empathy, compassion, understanding, and collaboration—into the products they shape. 𝗜𝘁’𝘀 𝗮𝗻 𝗮𝗿𝘁 𝗳𝗼𝗿𝗺 🔥 Recently, I discovered a similar game-changing move: #ZomatoCopilot by Zomato. 𝗧𝗵𝗲𝘆 𝗲𝗹𝗲𝘃𝗮𝘁𝗲𝗱 𝗳𝗼𝘂𝗿 𝗱𝗲𝗹𝗶𝘃𝗲𝗿𝘆 𝗽𝗮𝗿𝘁𝗻𝗲𝗿𝘀 𝘁𝗼 𝗣𝗿𝗼𝗱𝘂𝗰𝘁 𝗠𝗮𝗻𝗮𝗴𝗲𝗿 𝗽𝗼𝘀𝗶𝘁𝗶𝗼𝗻𝘀.   𝗜𝗺𝗮𝗴𝗶𝗻𝗲 𝘁𝗵𝗲 𝗶𝗺𝗽𝗮𝗰𝘁! These partners bring invaluable insights directly from the field, understand customer pain points firsthand, and offer a fresh perspective to the product team. After all, who knows customers better than those on the front lines? Deepinder Goyal, Zomato’s founder, shared an exciting feature these 𝗱𝗲𝗹𝗶𝘃𝗲𝗿𝘆 𝗽𝗮𝗿𝘁𝗻𝗲𝗿𝘀 𝗶𝗻𝘀𝗶𝘀𝘁𝗲𝗱 𝘂𝗽𝗼𝗻: “Get your extra change credited into Zomato Money on all Cash on Delivery orders”. It’s an innovation driven by real-world experience. 𝗧𝗵𝗲 𝗹𝗲𝘀𝘀𝗼𝗻 𝗵𝗲𝗿𝗲? Anyone with domain expertise, customer insights, and a problem-solving mindset 𝗰𝗮𝗻 𝗯𝗲𝗰𝗼𝗺𝗲 𝗮 𝗣𝗿𝗼𝗱𝘂𝗰𝘁 𝗠𝗮𝗻𝗮𝗴𝗲𝗿. It’s about understanding people and their needs. Also, in the coming days, I am planning to 𝗼𝗳𝗳𝗲𝗿 𝟭:𝟭 𝗴𝘂𝗶𝗱𝗮𝗻𝗰𝗲 𝗮𝗻𝗱 𝘀𝘂𝗽𝗽𝗼𝗿𝘁 for transitioning to a Product Manager role. Meanwhile, if you need any assistance, please don’t hesitate to direct message me. Let’s unlock new paths together! 🙂 🤔 Which industry are you in? 𝗛𝗮𝘃𝗲 𝘆𝗼𝘂 𝗻𝗼𝘁𝗶𝗰𝗲𝗱 𝗮 𝘀𝗶𝗺𝗶𝗹𝗮𝗿 𝘁𝗿𝗲𝗻𝗱 in your field where partners, users, customers, or stakeholders are encouraged to take up Product Management roles to bring fresh perspectives? #ProductManagement #ProductManager #CareerTransition #Zomato #Healthcare #HealthTech #Doctor #DeliveryPartner #Innovation #Diversity #Guidance

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Navigating the product leadership job market can feel daunting, especially for introverts. Many of us are naturally inclined toward thoughtful analysis and deep focus, yet these qualities can be powerful assets in leadership roles—if leveraged strategically. Here are a few ways introverts can stand out in the product leadership landscape: 1. Highlight Your Listening Skills Introverts are often exceptional listeners, which is invaluable in product leadership. Effective product leaders don’t just talk; they listen to users, stakeholders, and their teams. Use this skill to your advantage by showcasing how you gather insights and shape product direction based on listening and understanding different perspectives. 2. Leverage Written Communication While extroverts may thrive in impromptu conversations, introverts often excel in written communication. Make the most of this by writing clear, concise, and impactful summaries of your past projects or product strategies. A well-crafted product strategy document or an insightful blog post can showcase your strategic thinking and attention to detail without requiring you to be “on” all the time. 3. Focus on Building Deep Connections Networking as an introvert doesn’t have to mean attending every event or engaging in small talk. Focus instead on building a few deep, meaningful connections with people whose perspectives you value. A smaller, trusted network can often be more effective than a large one, and having strong advocates who know your work well can open doors and provide guidance. 4. Use Analytical Skills to Your Advantage Introverts often excel at analyzing data, identifying patterns, and making informed decisions—all of which are crucial in product leadership. During interviews or in your resume, emphasize how your analytical approach has contributed to successful product decisions and strategies. Showcasing how you lead with data and insight can set you apart as a thoughtful and strategic leader. 5. Prepare for Public Speaking in Your Own Way Public speaking is often a part of product leadership, but as an introvert, preparation is your ally. If speaking to a large group feels daunting, practice one-on-one or in small groups first. When the time comes, you’ll find yourself more comfortable and better prepared to share your vision confidently. Being an introvert in product leadership doesn’t mean you need to change who you are—it means embracing your unique strengths. Listening, thoughtful analysis, deep connections, and effective communication are all qualities that can help you thrive as a product leader in today’s job market. #ProductLeadership #IntrovertStrengths #CareerGrowth #ProductManagement #Leadership

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This year's #productcampatl (https://pcampatl.com) in 2024 promises to be captivating. Renowned best-selling authors and Product Thought Leaders are set to conduct sessions that hold the potential to elevate your career as a @productmanager. Don't miss this opportunity to gain valuable insights and enhance your professional growth. #ProductManagement #CareerDevelopment @pcampatl

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🚀 Aspiring Product Managers: The right tools can make all the difference in managing your product journey from ideation to launch. Here’s a quick guide to essential software that supports every step of the process. Equip yourself with these tools, and you’re well on your way to product management success! 💡 #ProductManagement #PMTools #AspiringPM

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Let's talk about why customer feedback is so important in product management. Think about it: Before we dive into building a new feature or product, we need to make sure it's something our customers actually want, right? That's where customer feedback comes in, pointing us toward what our users really need and ensuring we're on the right track. Plus, it's key to achieving product-market fit.  We can continue to improve and adapt even after launch by keeping an eye on things through continuous assessment. Without this feedback loop, we would be in the dark. #ProdMgmt #ProductManagement #CustomerFeedback #ProductDevelopment

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A short but powerful thought for today: Best lesson from today’s class of Product leadership is “Best battles are the ones which are never fought”. #ProductLeadership #Productmanagement #InstituteofProductLeadership #Conflictmanagement #strategy

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What it means to be a Product Director Directors often find themselves in a crucial middle management role, positioned between strategy development and delivery teams, product strategists, executive leadership, and stakeholders. This middle ground can sometimes be unfairly characterized as ineffective or overly controlling. However, in my view, the role of a Director, particularly in Product, Marketing, Communications, and Strategy, is quite the opposite. My Role as a Director As a Director, my primary responsibility is to bridge the gap between teams. My aim is to empower my team members to think creatively about various challenges, whether they pertain to product problems, consumer journeys, or business issues. I work to remove roadblocks by connecting teams and navigating negotiations and trade-offs. An essential part of my role is to occasionally be the person who says, "no," "not now," or "let's revisit that later." This allows my team to focus on achieving their goals without unnecessary distractions. Conversely, there are times when I need to say "yes" because there is a larger business case at play, and it's my job to communicate this to the team to minimize interruptions to ongoing work. My role involves coaching the team on standards and practices as product managers to ensure smooth workflows. Sometimes, it also means stepping into a teaching role. What It Is Not - It is not about creating designs for the team. - It is not about micromanaging. - Sometimes, it means staying out of meetings to avoid inadvertently swaying decisions with my presence, allowing the team to solve problems creatively together. - It is not a platform for personal projects, ego, or empire-building. - It is not about taking over the work led by the team or taking credit for their achievements. Being a Director also involves P&L management, administrative tasks with contractors and vendors, and crafting leadership decks and strategy for mission, competitive advantage, goals, and outcomes. These tasks are achieved through collaboration, consensus-building, and partnerships. While there is a significant amount of thought leadership involved, it is never a solo effort. The Joy of Leadership One of the greatest joys of being a leader is witnessing the growth and development of product managers. Seeing them launch new features, functionalities, or entirely new products that succeed in the market is incredibly rewarding. Highlighting the hard work and achievements of my team members brings me immense satisfaction. Receiving positive consumer feedback and knowing our products or experiences are truly helping people and removing barriers is fulfilling. It brings me joy to see a team come together and thrive creatively. I am grateful for my team, who allow me to lead and collaborate with them. #teamwork #leadership #director #productmanagement #middlemanagement #strategy

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Product management is often called the “art of alignment.” It’s about finding the balance between customer needs, business goals, and technical feasibility. But achieving that balance takes more than just strategic planning—it requires a team that is motivated, collaborative, and aligned on a shared vision. I remember a time when our team was tasked with delivering a complex product under a tight deadline. At first, everyone was siloed in their respective roles, with engineering, design, and marketing focused on their own tasks. Progress was slow, and tensions were high. I knew we needed a change in approach if we were going to succeed. We started with a simple step: bringing everyone into the same room for regular standups and brainstorming sessions. I encouraged open dialogue, where every team member could share their perspectives and voice any concerns. It wasn’t long before we noticed a shift. Engineers began considering user experience impacts, while designers started thinking about technical constraints. Marketing got involved early, providing insights that shaped the product’s positioning from the start. This collaborative approach not only sped up development but also improved the quality of our decisions. By creating a space for open communication and cross-functional teamwork, we built a product that was stronger, more user-centric, and ready for market ahead of schedule. As a product leader, you’re not just managing a roadmap—you’re guiding a team. The best teams are those that understand each other’s challenges and contribute to shared solutions. By fostering an environment of collaboration and empathy, we create products that don’t just meet expectations but exceed them. #ProductManagement #TeamLeadership #Collaboration #Innovation #Leadership

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Sometimes, I wonder how Product Management is glorified to make people believe that it is something so complicated and difficult to get through. Is it really so? What is Product Management? Well if you ask me it can be summed up by answering the following questions. What are you building? Why are you building? How are you building? Keep taking continuous feedback from your users, collaborate with different stakeholders and get it done. Like Rome was not built in one day, a product cannot be built in one day. It is always work in progress. It is just about knowing and being updated as per today’s needs of the users and knowing the product you are building in depth with different feature set. Period!! What are your thoughts on the same. Pls share a like/ comment below. #Productmanagement #Productmindset #userneeds #Continuousfeedbackloop #aspiringproductmanagers

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PLEASE steal this idea: Product management, product operating model, Agile, whatever you want to call the drive to use adaptable frameworks that put value first and reduce optimization goals to as few as one per organization... IS NOT A JOURNEY. No. There's no reaching a destination and stopping. It's a practice. You do it every day, as well as you can in the moment, and you devote time and resources to improving it. (Or you don't. Do what you want, it's YOUR practice.) However well you do it, you're doing it right now. Not later when you learn better. But now. It shouldn't be disruptive, though developing maturity can involve times of disruption as we move past "episodic effort" into "built in." And you'll learn from others, but eventually you'll learn from your own practice too. "Done" isn't a thing you say about meditation, or exercising every day, or eating your vegetables, or treating others with kindness and respect. It's just what you do.

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🚀 As a Product Manager in the dynamic healthcare industry, crafting a Product Requirements Document (PRD) is akin to architecting a blueprint for innovation and impact. 📝✨ A PRD serves as the compass that guides our cross-functional teams towards a common goal, outlining the vision, functionality, and user experience of our next-gen healthcare solutions. It's more than just a document; it's a strategic roadmap that harmonizes market insights, user feedback, and technological feasibility into a cohesive plan of action. 🌐💡 From defining features that enhance patient care to ensuring regulatory compliance and scalability, the PRD aligns stakeholders and accelerates the development lifecycle. It's about fostering collaboration between engineering, design, and clinical experts to deliver solutions that revolutionize healthcare delivery. 🏥💻 In my role, I champion the PRD as a living document that evolves with market dynamics and user needs, driving continuous innovation and maintaining a competitive edge in the healthcare landscape. 🌟🔍 Join me in shaping the future of healthcare technology through meticulous PRD craftsmanship and transformative product management strategies. Let's innovate with purpose and impact. 🌍💬 #ProductManagement #HealthcareInnovation #PRD #TechInHealthcare #ProductStrategy

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Let us answer one of the most fundamental questions so as to why do companies require a Product Manager? A Product or and a Service exists because the user is trying to solve their problems with a Service or and a Product.The user needs or problems keep evolving at a fast pace in today’s world. Can you imagine what would happen to such a Product or Service which is not solving the user needs or not adapting to their ever evolving needs or problems? Here is where a Product Manager plays a crucial role. A PM needs to empathise with the user and create a continuous feedback loop to understand the pain points and then identify the problem is worth solving or not. Once that part is done, collaboration with different stakeholders needs to be done in order to ship the Product/ Service exactly as desired ( user needs/problems). Influencing without authority is a skill of a true PM. As per Clayton Christensen of Harvard Business School, nearly 30,000 new product roles are launched each year to capture the user attention. Would love to hear your thoughts on the same. Pls hit the like button or feel free to comment to have your thoughts. #Productmindset #ProductManagement #userneeds #valueproposition #Productmanagers #userproblems #userfeedback #productenhancements

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Just wrapped up a fantastic course in Product Operations! As someone deeply invested in optimizing product teams, this course offered a comprehensive dive into the fundamentals and advanced strategies essential for making product teams thrive. The demand for skilled Product Ops pros is growing fast, and this Product-Led Alliance course by Chris Butler captured exactly why this role is indispensable. Key highlights: 🔹 Mastering Core Terminology & Roles – Clarifying expectations and responsibilities so that every Product Ops professional can deliver maximum value. 🔹 Community-Centric Product Management – Practical insights on applying product management expertise to foster strong, engaged product communities. 🔹 Experimentation & Data – Tactics for designing experiments and using data to inform programs and elevate team performance. 🔹 Building World-Class Communities – A blueprint for driving collaboration across product, process, and people. Excited to bring these insights into my work and help drive the impact of Product Ops forward! #ProductOperations #ContinuousLearning #ProductManagement #ProductOps #Leadership

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To become an excellent product manager, you need to master essential skills, develop strong emotional intelligence (EQ), and find a company that suits you well. Key skills include strategic thinking, understanding the market, and executing plans effectively. High EQ is crucial for managing relationships and navigating company dynamics. Finding the right company fit means assessing their technical needs, how they view the PM role, their stage of growth, and the relationship with senior management. These elements are critical for leading successfully as a PM #productmanagement #EQ

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