Abhi Chaudhuri

Strategic Storytelling for product leaders was a fab session yesterday with TopProds community led by Ross Webb, MBA I love the takeaways below. I’m always intrigued and impressed with what people learn from my talks… helps me refine the message also. An amazing feedback loop. Thanks again for inviting me 💪🏻 —— My focus is on bridging worlds within organisations and sectors with a focus on creating amazing customer & product experiences. I’m passionate about bringing an element of creativity back into to the product conversation. 📞 DM me if you want to know more. Available for consulting gigs (short term / long term / fractional engagements) #productstrategy #productmanagement #digitalproduct #storytelling #leadership

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I found this article to be a great summary of what a product manager does- understanding all stakeholders and acting as the glue across the organization. Check it out here: https://lnkd.in/g39gC_4G

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Breaking up is hard to do.... 🎶 Unless you have a shitty roadmap, in which case, is it really? Plus points for getting the absolute worst/best cover image on YT. Our latest episode is live! #roadmaps #prodmgmt #productmanagement https://lnkd.in/e3zxkndv

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“If there is no clear owner, then it’s the PM that owns it.” I sat down with Esteban Contreras from #ProductState to discuss Product leadership, or Prioritization process at Productboard. We also dug into the concept of Extreme Ownership, which is a principle I firmly believe in. Read more: https://lnkd.in/eVN47mWn #productmanagement #productexcellence #ownership

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We've been running an in-product NPS survey for the last few months (thanks PostHog for making it easy), and we've been blown away by the results! After 139 responses, we leveled out at 68.3! Now, I'm not the biggest believer in taking NPS too seriously, but in software (according to HubSpot [https://lnkd.in/gHTMp4ZK]) the average NPS is 27 -- I don't know what the standard deviation is, but I'd say a 68 is pretty dang good. We also let customers give some feedback after they score us and here are some examples of what they've said (mostly the 10s): "This has been a really useful way to compile training in a simple yet effective manner using the material I have already developed. Quick, intuitive and easy to use, saved me hours of work!" "Cuts my development time in half." "the app has made lesson development so much easier and efficient" "We are developing a training program and I have been searching for a great tool to make it more lively. This is working!!" "it was the tool that I was searching for a long time." "Lo amo... Es genial!!!" "LOVE everything available in Mindsmith" "Because the lessons are awesome!" "wonderful system" "I love the way Mindsmith works!" "I like the speed and layout of the lessons." And my favorite: "You deserve it"

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In my weekly conversations with product leaders, the desire for impactful PM-driven training often surfaces, highlighting a real need to empower teams. Hoda Mehr, our CEO at Products That Count, shares her thoughts below. 🤔 Here’s a question for all you product management pros out there: What kind of training do you think makes the biggest difference in accelerating a PM's career? #ProductManagement #ProfessionalGrowth #ProductCareers #ProductsThatCount

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To land Director to CPO jobs, Product Leaders must leverage Executive Search firms. They hold the keys to the hidden job market. Here is a lay of the land. Aakash Gupta and I wrote in depth about this in the Product Leadership Job Search and I followed up recently with the Tech Exec's Job Search Playbook. I recommend both reads. Comment if you want contacts or my thoughts on working with them as a candidate or hiring manager

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"I think it’s very harmful to bring consumer product thinking to a space like Stripe or any kind of a B2B space, generally. You have users by the wheelbarrow. You treat them in aggregate. You talk about MAUs. Everything’s statistical. Like LinkedIn with the dark patterns...oh complete your profile, everything’s nudging you towards some business outcome. And what we really try to constantly clobber people over the head with at Stripe is: these are people starting a business, who are generally really talented. And you can just see it if you go talk to any of them. And so - we have another value at Stripe that we try to really inculcate which is talking up to the user. When you’re writing product marketing copy, you’re not trying to bamboozle them with highfalutin statements. You’re trying to explain to a busy business owner, who is constantly switching between product and business and finance and all these things, why this thing will solve some kind of specific need that they have. But it’s not hucksterism. It’s not sloganeering. Every week we have a user at this weekly fireside where we’ll just interview them about their business, how they started, how they got there, how they’re using Stripe, what they’d like to see us do better, everything like that. I think that’s important to stay connected to this. I think the classic technology product management domain is a bit - I would say - it’s not respectful enough of who the users actually are and how capable they are." - John Collison

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No one becomes a PMM overnight. I often get asked how to break into product marketing. Here is my take on what’s needed: 1. Master the marketing basics: You can’t build a house without a strong foundation, right? 2. Develop product marketing-specific skills, focus on: • Storytelling (make that product shine! ✨) • Market research (know your battlefield ⚔️) • Deep product knowledge (become the go-to expert 🧠) 3. Gain hands-on experience: Take on projects involving product launches or go-to-market strategies. 4. Network like your career depends on it (because it kinda does). LinkedIn is your playground - use it! 5. Showcase your expertise: Showcase your skills and knowledge with sample product marketing materials. 6. Target smartly: Look for associate product marketing manager roles or general marketing positions with a product focus. 7. Never 👏🏻 stop 👏🏻 learning 👏🏻. This industry moves fast, and you need to keep up. Transitioning into product marketing takes time and persistence. Many of us (myself included) started in other marketing roles and pivoted our way in. It's a journey, not a sprint. Stay focused on your goal, be open to learning opportunities, and take on challenges that will help you grow into the role. P.S. I've been mentoring folks on ADPList for over a year now. Why? Because I'm all about sharing the knowledge I wish I had when I was starting out and because there's always something for me to learn too. Struggling with a specific challenge in your PMM journey? Book a call with me, and let’s chat about it! Link in the comments. #ProductMarketing #CareerTransition #MarketingAdvice #PMMLife #Mentorship

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You can't succeed as a PM without this skill. My friend Satish (ex-Meta) has helped 500+ product leaders level up their influence skills via his 4.8/5 star course. He was kind enough to share his influence tactics with me. 📌 Sign up to get them tmr: creatoreconomy.so

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"In product, we're bombarded by high-level concepts like empowerment, data-driven, product-led, customer-focused, accountability, getting into the details, and high agency. But teams have trouble putting these ideas into practice. Why? And what can you do about it? When I ask people to describe the behaviors these things might entail—what I would observe (see and hear) if these things were happening—I often get blank stares." https://lnkd.in/gFCpYZ7A

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As a product leader, I'm obsessed with user experience. So when our research revealed the state of L&D today... I was shocked and disappointed. - Only 47% of employees can access the skills they need - Just 1 in 5 L&D leaders feel prepared for future needs - Small companies are somehow beating enterprises at development - 49% of organizations losing talent over growth barriers It's a big problem when you have employees raising their hands saying that they want to learn and progress in their careers, but are met with confusing, complicated processes and a lack of resources. This is a product problem. This is a systems problem. This is a user experience nightmare. See the full breakdown in our State of L&D 2025 report: https://lnkd.in/g5MSwCQH

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Searching for your next product leadership role but not sure where to look? Every two weeks, I'll be posting a curated list of open Product Leadership Roles at leading companies to help people who are actively looking for jobs. For context: I run Supra, a private community of high-caliber product leaders, so I have access to roles our community members are hiring for and jobs posted in our job-openings Slack channel. Here are the most interesting roles: Prefer to get the the roles via email 📧? Subscribe to this bi-weekly job listing here: https://lnkd.in/d4Jms2JC. 𝐇𝐞𝐚𝐝 / 𝐕𝐏 𝐨𝐟 𝐏𝐫𝐨𝐝𝐮𝐜𝐭 𝐫𝐨𝐥𝐞𝐬 - HubSpot is hiring a VP of Product - Commerce Hub - https://lnkd.in/dHdA-qre - HubSpot is looking for a VP of Product, Operations Hub - https://lnkd.in/dN2rvEzP - April is hiring a Head of Product - https://lnkd.in/def5xGZu - Super.com is looking for a VP of Product - https://lnkd.in/ddcm25ef - Parenthood Planned Direct, Inc. is hiring a Head of Product - https://lnkd.in/dS72kCfF - Modern Health is looking for a Vice President of Product Management - https://lnkd.in/dafh2Yn8 - Slack is hiring a VP, Product Management (Platform) - https://lnkd.in/dvtFpW9x 𝐃𝐢𝐫𝐞𝐜𝐭𝐨𝐫/ 𝐒𝐫 𝐃𝐢𝐫𝐞𝐜𝐭𝐨𝐫 𝐨𝐟 𝐏𝐫𝐨𝐝𝐮𝐜𝐭 - Postscript is hiring a Product Director, Core Platform - https://lnkd.in/denFUqMV - Google is looking for a Director, Product Management, Demand and Capacity - https://lnkd.in/dW_dZytX - Adobe is hiring a Director of Product Management - Workfront - https://lnkd.in/d6SH73Ms - Apollo.io is looking for a Director, Product Analytics - https://lnkd.in/djnJSj6C - Walmart is hiring a Director, Product Management - Tech - Global Governance Operations Suite - https://lnkd.in/dZhMF7z4 - Linktree is looking for a Director of Product, Commerce - https://lnkd.in/dDNtcZKj 𝐆𝐫𝐨𝐮𝐩 𝐏𝐌 / 𝐏𝐫𝐨𝐝𝐮𝐜𝐭 𝐋𝐞𝐚𝐝 - Google is hiring a Group Product Manager, Labs - https://lnkd.in/dVe-eEHj - Strava is looking for a Group Product Manager, User Lifecycle - https://lnkd.in/dJd-eMs3 - StubHub is hiring a Group Product Manager - Consumer Experience - https://lnkd.in/dJjawiec - Stripe is looking for a Product Lead, Go-to-Market Acceleration - https://lnkd.in/dy3Jtz8R 𝐏𝐫𝐢𝐧𝐜𝐢𝐩𝐚𝐥 / 𝐋𝐞𝐚𝐝 𝐏𝐌 - Toast is hiring a Principal Product Manager, Product Programs - https://lnkd.in/dbBF4xAN - Zapier is looking for a Lead Product Manager, Global Channel Partnerships - https://lnkd.in/ddtYJW_i - Maven Clinic is looking for a Lead Product Manager, Care Delivery - https://lnkd.in/dmyMXqMn - LinkedIn is hiring a Principal Product Manager, Campaign Manager - https://lnkd.in/dWrnVyrw 𝐓𝐨 𝐬𝐞𝐞 𝐦𝐨𝐫𝐞 𝐫𝐨𝐥𝐞𝐬, 𝐜𝐡𝐞𝐜𝐤 𝐨𝐮𝐭 𝐨𝐮𝐫 𝐒𝐮𝐩𝐫𝐚 𝐣𝐨𝐛𝐬 𝐬𝐩𝐫𝐞𝐚𝐝𝐬𝐡𝐞𝐞𝐭 𝐰𝐢𝐭𝐡 +65 𝐨𝐩𝐞𝐧 𝐫𝐨𝐥𝐞𝐬 >https://lnkd.in/dPaFNFsd If you know someone looking for a job or hiring, tag them in the comments or repost this post to help spread the word. Follow me (Marc Baselga) to receive these monthly job openings.

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Y'all, I've been thinking about this a lot lately: exceptional product leaders aren't defined by how many features they ship – but by how many they deliberately choose not to build. Here's what saying strategic "nos" has taught me: 1. Every "yes" comes with an opportunity cost. When you say yes to one feature, you're implicitly saying no to dozens of others. Make it count. 2. The hardest nos are to good ideas. Bad ideas are easy to reject. The real challenge? Saying no to solid proposals that simply don't serve your core strategy. 3. The way you say no matters more than the no itself: - "No, because..." builds trust - "No, but here's what we can do..." shows partnership - "No for now, and here's when we'll revisit..." keeps doors open Product management isn't about making everyone happy – it's about making the right people successful. How do you handle saying no to stakeholders while maintaining strong relationships? #ProductManagement #Leadership #Strategy #ProductDecisions #StakeholderManagement

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One of my coaches recently spoke to a very senior-level product leader (let's call him Jim). This leader had searched for new jobs for nine months and had yet to land something. When our coach asked the leader where they felt they needed the most help, the leader said, "Nowhere." So our coach dug in and spoke through the various aspects of job search * Defining a clear target and a strategy to land the target role * Building your narrative that showcases your skills * Writing your Resume and LinkedIn * Interviewing for the level you want * Networking so you get your foot in the door * Negotiating your target compensation Jim did not need help anywhere! My coach said, "Okay, in that case, I don't think we can add much value for you. I wish you all the best." "No, no, no, no, wait," said Jim. And the conversation changed. Only then it became clear how much Jim had been suffering from impostor syndrome, from concerns that his strategy was crap, that he did not really know how to present himself at the level he wanted. Jim had often considered giving up on the search. We often see this from senior-level product leaders. They do not want to admit anything is wrong because that is how they have been successful. They hide a sense of dread and impostor syndrome behind a veil of false bravado and project confidence that they really don't have. As my coach told me, "Doctors make the worst patients." If you are one of those folks who is used to sweeping problems under the rug, I don't blame you. We are rewarded daily for projecting confidence. But here's the catch: when you project that fake confidence to people who can actually help you, you lose. So, if you are ready to give up on fake bravado and instead seek the best guidance in landing your next product management role, please contact us. Let's talk, explore what's going on in your career, and map out your next steps. The link to book a call with us is in my bio.

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💡Managing up is one of the hardest parts of being a product leader. Here’s a clip (see comments) from the Prodify Product Leadership course we created, where we dive into how to manage up effectively. While designed for newer product leaders, the course offers valuable insights and strategies that can benefit professionals at various stages of their careers. Here's why mastering this skill is critical: 1. 🤝 Shared Success: Your wins are your manager's wins. Help them shine! 2. 🔍 Transparency Builds Trust: Keep them informed to reduce uncertainty and avoid surprises. 3. 🆘 Leverage Support: Your manager can be your best advisor and supporter in challenging times. 4. 🗣️ Influence Upwards: Don't shy away from giving feedback on strategy, culture, and processes. 5. 📈 Personal Growth: Take ownership of your performance and growth discussions. Our curriculum covers everything from product vision and strategy to team leadership and stakeholder management. It addresses the most core topics I would want leaders on my team to understand. 🚀 Ready to transform your product leadership skills? Don't miss this opportunity to invest in your career. Join us and learn how to not just manage products, but lead with confidence and impact. Enroll now: https://lnkd.in/ga5f6Wfi 🎉 Special Offer: Use code PRODIFY15 for a 15% discount when you sign up by October 31st! #ProductLeadership #ManagingUp #CareerGrowth #ProductManagement PS - What tips would you offer in managing up? Share in the comments – I'd love to hear your thoughts!

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Providing a great candidate experience is surprisingly easy, yet the bar is so low that basic human decency feels revolutionary. As I began my search for a Senior PM, I listed the questions I would want answered before interviewing for a new role: • What does the company do? • Who are their customers? • What is the culture like? • What would my responsibilities be? • Who would I work with? • Where would I work? • How much would I be paid? • What is the interview process? • Who is my manager, and what do they value from their team? I took a few minutes to record a casual video answering these questions and sent it to candidates before our first call. It was unproduced and straightforward — just talking into a camera with some slides. Yet this simple act of transparency made candidates feel like I had done them a massive favor. I appreciate their gratitude (and the time they took to watch), but it's messed up that we’ve normalized such low expectations. And this wasn't even an entirely selfless act! By addressing basic information upfront, I saved myself the hassle of answering the same rote questions about the interview process or salary range and could focus on deeper, more meaningful conversations during interviews. Hiring Managers, take note: you can do better!

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This is great advice especially as you grow your business many want results asap and sometimes putting blinders to your own culture doesn’t help. Look within first, and give people a chance to make real changes and contribute. Setting clear goals and sharing financial KPI’s are key to foster an open and sharing environment where people want to move that needle. #productstrategy

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I'm loving this debate between John Cutler and Ed Biden - both are thinkers and leaders I deeply admire. Zero-interest PMs were hired by zero-interest Product Leaders, who were probably hired by zero-interest CEOs. It's turtling all the way up 🐢 Are they all incompetent? Nah, they are just a product of the environment. It would've been foolish to not take advantage of the zero-interest capital. The key question is whether these people - at all levels from the CEO to the PMs - are capable of adapting to the current environment where profit margin and sustainability are key. Everyone needs to 'sober up' after years of being drunk and high with cash. Zero-interest leaders focus on acquisition at all costs. Sober leaders focus on bringing solid value that leads to retention and sustainable growth. Zero-interest leaders double, triple, even quadruple the size of their team. Sober leaders realize that team size != productivity, that spending hours in alignment meetings for a small feature isn't any fun. Running lean is the way forward. Zero-interest leaders build or even acquire aggressively, trying to capture as much market as possible. Sober leaders are thoughtful in choosing just 1 or 2 things to do. Zero-interest leaders care about framework and rules "This is the only correct way to do product." Sober leaders care about results, knowing that those frameworks and rules are merely vehicles to achieve results. Ultimately, sober leaders are accountable for business performance, not just acting like consultants in suits talking big words and making pretty slides. It's not easy to sober up - but it's adapt or die.

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