Clearline Recruitment’s Post

As Product Owners, we’re often tasked with balancing competing priorities: delivering business value, satisfying stakeholders, and maintaining team productivity. But how often do we stop to ask: What’s the cost of pushing too hard, too fast? In today’s fast-paced product environments, the pressure to deliver can sometimes overshadow the importance of team well-being. However, I firmly believe that sustainable success comes from finding that balance—ensuring that while we meet deadlines, we also foster a culture of trust, collaboration, and respect. This isn’t just about being kind; it’s about being smart. Teams that feel valued and supported are more innovative, resilient, and capable of delivering high-impact results. As I explore new opportunities in Amsterdam, I’m seeking a role where I can help create not only great products but also great environments—ones where teams feel empowered to do their best work. I’d love to hear from my network: What strategies have you found effective in balancing business demands with team health and morale? Let’s discuss—drop your thoughts below or feel free to connect! #productmanagement #teamleadership #productowner #teammanagement #workplaceculture #innovation #technology #amsterdam

What to Do When the Business Shifts Product Responsibility to You? When the business shifts product-related tasks to IT, it’s tempting to refuse because of the fear of being held responsible for the results. One of my big mistakes on early projects was doing exactly that—avoiding involvement in the product side, as I was afraid of being responsible for the business outcome. But now I understand that an IT leader must be ready to take on these tasks. On one project, I was asked to take on product management tasks. I suggested hiring a product owner, thinking that would solve everything. But in practice, the business kept coming to me for decisions. This taught me that IT cannot simply avoid product-related tasks. It’s important to not only organize the process properly but also actively help the business with data analysis and offer concrete steps to improve the product. This isn’t just about getting tasks done; it’s about working together to move the project forward faster. 🚨 Tip: Don’t be afraid to take on more product responsibility if you see that the process is slowing down without you. The key is to offer real solutions instead of shifting the responsibility. 💬 Your experience: How do you balance technical and product tasks in your work? #projectmanagement #fintech #product #dataanalysis #responsibility

𝐔𝐧𝐝𝐞𝐫𝐬𝐭𝐚𝐧𝐝𝐢𝐧𝐠 𝐩𝐫𝐨𝐝𝐮𝐜𝐭 𝐦𝐚𝐧𝐚𝐠𝐞𝐫 𝐫𝐨𝐥𝐞 𝐛𝐞𝐭𝐭𝐞𝐫. Sales team sells the product or service Engineering team builds the product Product Managers define what needs to be built 𝗪𝗵𝗮𝘁 𝗱𝗼𝗲𝘀 𝗮 𝗣𝗿𝗼𝗱𝘂𝗰𝘁 𝗠𝗮𝗻𝗮𝗴𝗲𝗿 𝗱𝗼? They own the: - Strategy: Guiding the product's direction. - Roadmap: Charting the development course. - Feature Development: Deciding what gets built. They might also partially deliver on: - Marketing: Sparking customer interest. - Forecasting: Predicting future needs. - P&L: Keeping the product profitable. 𝐇𝐨𝐰 𝐝𝐨𝐞𝐬 𝐬𝐨𝐟𝐭𝐰𝐚𝐫𝐞/𝐩𝐫𝐨𝐝𝐮𝐜𝐭 𝐠𝐞𝐭𝐬 𝐛𝐮𝐢𝐥𝐭: - Define: Understand the problem and market. - Design: Create solutions for users. - Build: Work with engineers to make it happen. - Ship: Get it into the hands of your customers! 𝗗𝗮𝗶𝗹𝘆 𝗚𝗿𝗶𝗻𝗱: (The Fun Part!) - Analyzing customer data and behavior. - Championing customer needs in development. - Managing and communicating the product roadmap. - Collaborating with marketing and sales teams. 𝗪𝗵𝗼 𝗖𝗮𝗻 𝗕𝗲 𝗮 𝗣𝗿𝗼𝗱𝘂𝗰𝘁 𝗠𝗮𝗻𝗮𝗴𝗲𝗿? Anyone with a passion for building great things! It's a mix of skills: - Information Architect - Business Analyst - Designer - Coder - Operations whiz -Sales or Marketing pro - Pricing Analyst (and more!) 𝗞𝗲𝘆 𝐓𝐚𝐬𝐤𝐬 𝐭𝐡𝐚𝐭 𝐚 𝐏𝐌 𝐰𝐨𝐮𝐥𝐝 𝐩𝐞𝐫𝐟𝐨𝐫𝐦: - Know your customers like BFFs. - Find the problems worth solving. - Lead, but by influence, not force. - Get everyone on board early. - Document decisions clearly. - Measure success, learn, adapt. - Find your PM style (there's a flavor for everyone!) I hope this was helpful 🤝 𝐄𝐱𝐩𝐞𝐜𝐭 𝐚 𝐩𝐨𝐬𝐭 𝐝𝐚𝐢𝐥𝐲 𝐨𝐧 (Follow  PMstack): 𝐏𝐫𝐨𝐝𝐮𝐜𝐭 𝐌𝐚𝐧𝐚𝐠𝐞𝐦𝐞𝐧𝐭 𝐚𝐭 4 𝐏𝐌 𝐈𝐒𝐓  𝐌𝐨𝐭𝐢𝐯𝐚𝐭𝐢𝐨𝐧 𝐚𝐧𝐝 𝐥𝐢𝐟𝐞 𝐥𝐞𝐬𝐬𝐨𝐧𝐬 𝐚𝐭 8 𝐀𝐌 𝐈𝐒𝐓 ♻️ Share to help fellow professionals in their product management journey. #productmanagement #productmanager

𝐔𝐧𝐝𝐞𝐫𝐬𝐭𝐚𝐧𝐝𝐢𝐧𝐠 𝐩𝐫𝐨𝐝𝐮𝐜𝐭 𝐦𝐚𝐧𝐚𝐠𝐞𝐫 𝐫𝐨𝐥𝐞 𝐛𝐞𝐭𝐭𝐞𝐫. Product Managers define what needs to be built 𝗪𝗵𝗮𝘁 𝗱𝗼𝗲𝘀 𝗮 𝗣𝗿𝗼𝗱𝘂𝗰𝘁 𝗠𝗮𝗻𝗮𝗴𝗲𝗿 𝗱𝗼? They own the: - Strategy: Guiding the product's direction. - Roadmap: Charting the development course. - Feature Development: Deciding what gets built. They might also partially deliver on: - Marketing: Sparking customer interest. - Forecasting: Predicting future needs. - P&L: Keeping the product profitable. 𝐇𝐨𝐰 𝐝𝐨𝐞𝐬 𝐬𝐨𝐟𝐭𝐰𝐚𝐫𝐞/𝐩𝐫𝐨𝐝𝐮𝐜𝐭 𝐠𝐞𝐭𝐬 𝐛𝐮𝐢𝐥𝐭: - Define: Understand the problem and market. - Design: Create solutions for users. - Build: Work with engineers to make it happen. - Ship: Get it into the hands of your customers! 𝗗𝗮𝗶𝗹𝘆 𝗚𝗿𝗶𝗻𝗱: (The Fun Part!) - Analyzing customer data and behavior. - Championing customer needs in development. - Managing and communicating the product roadmap. - Collaborating with marketing and sales teams. 𝗪𝗵𝗼 𝗖𝗮𝗻 𝗕𝗲 𝗮 𝗣𝗿𝗼𝗱𝘂𝗰𝘁 𝗠𝗮𝗻𝗮𝗴𝗲𝗿? Anyone with a passion for building great things! It's a mix of skills: - Information Architect - Business Analyst - Designer - Coder - Operations whiz -Sales or Marketing pro - Pricing Analyst (and more!) 𝗞𝗲𝘆 𝐓𝐚𝐬𝐤𝐬 𝐭𝐡𝐚𝐭 𝐚 𝐏𝐌 𝐰𝐨𝐮𝐥𝐝 𝐩𝐞𝐫𝐟𝐨𝐫𝐦: - Know your customers like BFFs. - Find the problems worth solving. - Lead, but by influence, not force. - Get everyone on board early. - Document decisions clearly. - Measure success, learn, adapt. - Find your PM style (there's a flavor for everyone!) I hope this was helpful 🤝 𝐄𝐱𝐩𝐞𝐜𝐭 𝐚 𝐩𝐨𝐬𝐭 𝐝𝐚𝐢𝐥𝐲 𝐨𝐧 (Follow PMstack): 𝐏𝐫𝐨𝐝𝐮𝐜𝐭 𝐌𝐚𝐧𝐚𝐠𝐞𝐦𝐞𝐧𝐭 𝐚𝐭 4 𝐏𝐌 𝐈𝐒𝐓 𝐌𝐨𝐭𝐢𝐯𝐚𝐭𝐢𝐨𝐧 𝐚𝐧𝐝 𝐥𝐢𝐟𝐞 𝐥𝐞𝐬𝐬𝐨𝐧𝐬 𝐚𝐭 8 𝐀𝐌 𝐈𝐒𝐓 ♻️ Share to help fellow professionals in their product management journey. #productmanagement #productmanager

Product Owner v Product Manager v Business Analyst To some the titles may be interchangeable, and in my experience, I have definitely seen overlaps in both job descriptions and expectations. Since it was mentioned in a comment on my last post, I figured I’d share my views. It may be a controversial one so here goes: Product Owner – This is a role on cross-functional teams as described by a number of agile frameworks. Focussing on output they are responsible for documenting requirements and writing tickets. Their full-time job title may or may not be Product Owner. Product Manager – A full time job, responsible for understanding customer and user problems. Acting as the voice of the customer and collaborating with cross-functional teams in the end-to-end product delivery process from exploration through delivery to release of software solutions. Business Analyst – A full time job. An individual responsible for evaluating and improving business processes. Understanding the current state, the blockers and bottlenecks, proposing and implementing better more efficient process. In short, I don’t think this role is applicable in today’s software development. Now it’s rarely this neat in practice, and for what it’s worth I have never been a fan of the “product owner” role. The focus on output doesn’t resonate with me and in my experience individuals in this role aren’t empowered and can be disconnected from the users. Instead, I much prefer an outcome based model where product managers and their teams are responsible for solving user problems and value delivery that can be objectively measured. Thoughts and challenges are welcomed, have I oversimplified? Missed something? If you are leading B2B software delivery and want to talk about how I can help your organisation focus on outcomes rather than output, then reach out to arrange a chat. #ProductOwner #ProductManager #ProductDevelopment #B2BSoftware

Aaron White is looking to hire a Product Manager to join his team! It’s Friday people, so you know what that means there will be a lot of product manager roles posted this afternoon, but you have to learn how to pitch yourself to get an interview beyond sending an “I’m interested” message to the hiring team. Do you want access to the rest of the product manager jobs instead of just getting them one by one, then sign up for our exclusive newsletter here. https://lnkd.in/gHYFQjKN In addition to sending you a fresh batch of urgent product manager roles each day like hot bread out of the oven, I will also be sending you some LinkedIn templates on how to convert these LinkedIn postings into interviews. https://lnkd.in/gHYFQjKN For whatever reason I have been getting a lot of hate comments about posting this many product manager jobs from real product managers. I have no clue how some people can be that angry considering I am trying to help the community out. You can sign up for the postings in my newsletter here. https://lnkd.in/gHYFQjKN I am hosting 7 live trainings next week with the intention of helping as many people land a product manager job as possible for FREE. My team is still posting up the meetups on Eventbrite, but I will be sending an invitation to the following trainings over the weekend. https://lnkd.in/gHYFQjKN Real Reason Nobody is Landing Product Manager Jobs in 2024 How to Interview Against Product Managers with More Experience Cold Product Manager LinkedIn Message Templates to Convert Interviews Product Manager Resume Templates for Startups and Big Tech Roles Big Tech Product Manager Case Studies of 2024 Secret Product Manager Job Boards and Referral Network How to Increase Product Manager Job Applications w/ Chat GPT + AI PS Please RESHARE this post for all your colleagues still looking for a job. #productmanagement #productmanagementcareers #productmanagementjobs #speedtolead

Title: Sr. Product Manager/ Product Manager Location: Charlotte, NC (Hybrid on-site 2- 3 days a week) Duration: 12 months + (Potential for extension)   Job Description: Sr. Product Manager Number of openings: 3 They will be responsible for: Lead cross-functional teams to conceptualize, prioritize, and deliver data products. Define product requirements, create roadmaps, and oversee the end-to-end product development lifecycle. Define key performance indicators (KPIs) and metrics to measure the effectiveness and impact of data products. Continuously monitor product performance, analyze data trends, and iterate on product features to drive improvements and achieve desired outcomes. Break down high-level requirements into actionable user stories that represent specific features or functionalities of the data product. Ensure each user story includes clear acceptance criteria that outline the conditions that must be met for the story to be considered complete. Create Jira cards for each user story and technical task, including all relevant details such as descriptions, acceptance criteria, and estimates. Prioritize Jira cards within the product backlog based on business value, dependencies, and urgency. Continuously refine and adjust the product backlog as new information becomes available or priorities change. Conduct regular backlog grooming sessions with the development team to review and refine the product backlog. Use feedback from stakeholders, sprint reviews, and retrospectives to refine user stories, update priorities, and adjust estimates as needed. Keep the product backlog transparent and up-to-date to ensure alignment across the team and stakeholders.   Product Manager Number of openings: 3 They will be responsible for: Meet with key stakeholders, such as business leaders, analysts, and sales teams, to understand the overarching business objectives and goals. Identify how data products can support these objectives, whether it's optimizing processes, improving experiences, or driving revenue growth. Organize workshops or meetings with stakeholders to elicit detailed requirements for the data product. Use techniques such as brainstorming, user story mapping, and value proposition canvases to gather requirements effectively. Document business requirements in a clear and structured format, focusing on user needs, acceptance criteria, and success metrics  #Productmanager #KPI #Stakeholder #C2C #Benchsales

Recently, I read the article "𝗪𝗲 𝗔𝗿𝗲 𝗔𝗹𝗹 𝗣𝗿𝗼𝗱𝘂𝗰𝘁 𝗠𝗮𝗻𝗮𝗴𝗲𝗿𝘀 𝗡𝗼𝘄" by Jeff Gothelf. The article suggests that instead of sticking to strict job titles like "business analyst" or "product owner," everyone involved in creating a product should work together more closely. Here are my key takeaways as a Product Management fellow at Product Space: · The traditional division of roles (business analyst, product manager, product owner) hinders collaboration and shared understanding within product development teams. · This separation leads to miscommunication, delays, and, ultimately, a negative impact on the customer experience. · A more effective approach is to embrace the idea that "we are all product managers now." This means getting rid of strict job titles and encouraging everyone on the team to work together. Everyone involved in creating the product is responsible for understanding what customers want, what the product should be, and how to make it exciting for them. · The specific responsibilities of individuals within the product development team may vary depending on their skills and expertise. Still, everyone should be encouraged to contribute to the overall product strategy and execution. · This approach will lead to a more efficient, customer-centric product development process and, ultimately, a more successful business. The link for the article is: https://lnkd.in/gHxpJfkq #productmanager #productmanagement #newideas #productspace #development #productstrategy

#hiring Technical Product Manager, New York City, United States, fulltime #jobs #jobseekers #careers #NewYorkCityjobs #NewYorkjobs #ITCommunications Apply: https://lnkd.in/gnUtbWm5 Primary Details Time Type: Full time Worker Type: Employee The Opportunity You will be a member of the Agile team, who represents the voice of the customer. You will b responsible for working with Product Management and other stakeholders, including other Product Owners to define stories to meet user's needs whilst adding value to the product. By guiding the team towards the product vision & strategy, you will ensure that the product backlog is prioritized so that the team can deliver the most important features in the most efficient way. Primary Responsibilities • Preparation of quarterly planning by updating the team backlog, review and contribute to the program vision, roadmap, and content presentations •Providing clarifications necessary to assist the team with their story development, estimates and sequencing and working together with the Agile team to determine their team objectives for the upcoming PI, enabling the team to maximize the delivery of business value •Primarily responsible for building, editing, and maintaining the team backlog, prioritizing by coordinating and representing the expectations of all interested customers/stakeholder segments whilst understanding and managing how team Backlog impacts and contributes to the larger picture and product family through coordinating dependencies with other Product Owners •Acts as the voice of the customer, responding to customers' needs in real time and the liaison between the Business, Technology Services, and the team •Know what product features to build based on a clear understanding of customer needs and the related business value; translates this information to the team for delivery, ensuring a continuous release of value-add solutions •Work with the team to agree on accepted story completion. This includes validating that the story meets acceptance criteria, that it has the appropriate, persistent acceptance tests, and that it otherwise complies with its Definition of Done