👩🏻‍💻Tatiana Tretyak

When i was reading the “PM Burnout Report” i indeed payed the most attention to the part Petra is talking about So today, If you’re a Head of Product or a Product Lead, take a moment to reflect: • Are your Product Managers clear on their roles? • Do they have a well-defined scope of work? • Are their efforts recognized and appreciated? • Do they have a clear growth plan with set goals? If you have got at least one “no”, you might need to do a better job Burnout can stem from various factors, but as a leader, it’s your responsibility to prioritize your team’s well-being. When you take care of your team, they can take care of the product.

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Seeing this says to me the Ruroc EOX launch has flopped. If you're asking customers "why didn't you buy" with options of: "Product Design isn't good enough" "I am waiting for a good promotion" ...You have to be deluded if you think you're going to get actionable information from a survey like this. Here's what has gone wrong for Ruroc. Firstly, "EOX" was designed as the 'Finale' of the Atlas line. It should have been positioned as the pinnacle of the range and should have replaced the Atlas 4. Atlas was plagued with issues from v1.0. We rushed, the pandemic hit, suppliers messed us around, we had to build our own factory REMOTELY to keep up with demand. To fix the issue once and for all I hired a specialist product designer who built out the team to deliver the 'perfect product'. It was costly, but it would allow us to reduce our Customer Service costs, return logistics costs, and reduce our in-house QC team from 18 to just 2-3. A huge cost to get a huge saving. Absolutely necessary for Ruroc to stabilise and continue growing at 70-100% YOY. That product, the one that should have been Ruroc's biggest success, is now called "EOX". To sell products online and grow successfully you need: - Scarcity - "I want stuff other people don't have yet, or I don't want to regret not buying when I had the chance." - Innovation - People want the latest greatest and best... if it's not that, why am I giving you my money if my current product does the job? - Social Proof - it's FOMO, who's wearing it, who's buying it, am I going to be the odd one out if I don't buy? - Reciprocity - What's this brand done for me? How have they engaged me? Do I buy into their mission, do I feel obliged to be part of it. - Commitment - OK I've pre-registered, I've followed the page, I've signed up for the newsletter, I'm watching the launch video, I'm going to buy. Not one of these tactics was properly employed during the launch of the "EOX" Further to that, some genius has made the decision to continue with the Atlas 4 and have it run alongside the EOX So now, as a customer of Ruroc, what does this say to me. Ruroc Atlas 4.0 Track - $679.00 (Has no real track certificate) Ruroc Atlas 4.0 Carbon - $595.00 Ruroc "EOX" - $559.00 (brand new should be better than Atlas 4) Ruroc Atlas 4.0 Street (fibreglass) - $319.00 (Confusingly is lighter than the Track and Carbon Atlas) So if I want the best, I buy the most expensive helmet? I can wear it on the Track right? No, not in USA or MotoGP. I want the lightest, so I buy the cheapest? I want the newest, but is it worse than the old models because it's cheaper? This is beyond confusing for customers. Customers give brands minimal attention. Your messaging is as much in the decisions you make around naming and pricing as it is anything else. Ruroc "Atlas-X" - $659.00 Drop the Atlas 4.0 and discount til it's gone Clear message to consumers - "the new product is better, replace your old helmet now" It's not hard.

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Product management in tech is going through an existential crisis. GTM - owned by someone else. Pricing - owned by someone else. Growth - owned by someone else. Packaging - owned by someone else. Product vision - given by someone else. Data crunching - owned by someone else. Product strategy - owned by someone else. Hypothesis testing - owned by someone else. Business modeling - owned by someone else. Research, discovery - owned by someone else. Voice of the customer - owned by someone else. Everything that's supposed to be product management in the past is been done by someone else. Last week I chatted with a CPO who said: "Product management won't exist anymore. I need General Managers who drive business results with the product. Someone who knows how to bring a product life and make it successful financially. PM as it is today doesn't work. PMs need to own the role of a GM." I answered: "What you describe is the Product Manager role that's been existing since the 1920s. Unfortunately in tech we're not living it the way the role was meant to be. So yes PMs need to become commercial again. But if you start calling them 'GM', they need the authority of a GM. Otherwise we end up in the 'CEO of the product without being a CEO' mess." 👉 She and many other product leaders I am talking is looking for an entrepreneurial role of a product manager who has the capability to direct the product end-to-end. And seeing that more and more roles and teams are formed that are taking care of the commercial duties that a PM would have prove her point. What happened: ❤️ Product Management was a commercial function. 💔 Got pulled too deep into technical delivery. 💔 This created a commercial vacuum. 💔 Which created roles and teams that took over Product Management's duties. 💔 Now that Product Management rightly wants to get back to its origins, the commercial seats are taken. That's one of the reasons why we have so many discussions about what PMs should do and what not. How to change it: A) PMs need to get "commercial savvy" (pun intended) again. B) Companies need to understand the role of PM and utilize their PMs better. PMs are not ticket monkeys responsible for delivery!!! C) ... what else? I don't know how to end this post so here's the pitch: "If you are a scale-up or SMB who wants your PMs to be more entrepreneurial, and need help with that -> ping me" ... ... and POST END 😅

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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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My colleague Grzegorz (Greg) Kalucki has recently published an article about experimentation. What does it take for companies to commit to a culture of testing and experimenting with their online content? In three points: 1. Set up the right team, with a Testing Manager at the heart of it. 2. Have that team cooperate with, inform, involve, and motivate the rest of the organization (at all levels). 3. Repeat and optimize to ensure ROI, KPIs, and business goal performance. I truly recommend reading it because it is full of insights on how to achieve this, including a template for test scenarios that I used for this post's image. Here 👉 https://lnkd.in/dsBa3zec Greg’s article is based on Madison Hajeb's talk at the Opticon conference in London. This week, we can attend the online version of Opticon. While the agenda of the online event is yet to be revealed, I plan to attend. You can also join by enrolling here: https://lnkd.in/d9J-pgBc See you there? #Experimentation #Optimizely #Opticon24

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99% of Product Managers make this mistake when solving take home product cases. Don't do this! Most candidates when they receive a product case study - their first instinct - just go on the internet and start researching. Spend hours and hours looking at similar companies or product examples from the internet, go to play store/app store reviews, go to customer support forums and try to pick up what customers are asking for and then try to map it back to the problem statement at hand. They spend lot of effort, build the deck/doc very diligently, send across the assignment & eventually get feedback that the assignment wasn't great. They wonder where did they go wrong. After all they put in so much work. ****Why does this approach not work? In fact this will never work**** The problem is you are not spending time doing a thoughtful breakdown of the problem. You need to spend lot more time in problem space before you get to solutions. The problem with internet research - you are picking up solutions & forcefully mapping it to the problem. So you may ask, Anurag all this philosophy is great how to practically apply it? Here's how- Use this open source version to follow a solid framework which will get you to assignment success Not only will this playbook help you crack take home assignments it will also help you understand how to approach hard unstructured product problems asked in interviews Follow me for ultra high quality content https://lnkd.in/gHweK_q7 AND https://lnkd.in/ggUKftFq If you liked the open source version you will also like the complete playbook containing 19 product cases https://lnkd.in/gHzyN-Xc #productdesign #product #interviewpreparation

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Do you want a sneak peak into how a director of product at Delivery Hero and Adyen conducts #interview for a #productmanger? I found one of their articles about this and here you go... 🔽 I was looking for different ways companies conduct interviews for their PM candidates; to #improve myself and to improve the way I interview other product managers for our company, and I came across an article summarized in the PDF below. The original article named "60 Minutes: Interviewing Product Managers" is written by Shriram Ganesh, the current SVP Product at Adyen and the former Director of Product and Design at Delivery Hero and Product Owner at Qualcomm Innovation Center, Inc. His background is impressive 💪. He uses simple yet effective questions and interview structure to check the competence of the #candidate. His approach is different from other product leaders I know, and that's why I wanted to share it with you. 🔝The #PDF is my take from his article, and I also added my opinion to it, especially to improve the "Wrap Up" section. I think it would be a good idea if every product leader shares his way of conducting PM interviews to improve the product community, for PMs and for other leaders. ❓So, how do you conduct product interviews? Which product interview stood up for you as a product manager? Share them in the comments.

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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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Delivery Hero currently has a market cap of about $6.5 billion with a revenue multiple hovering around 0.5. If we compare this with its direct competitors or international players in the same space, Delivery Hero seems extremely undervalued right now. They made nearly $11 billion in total revenue in 2023, up 20 percent YoY from $9.2 billion in 2022. Here are some examples. 1/ Jahez, which Delivery Hero directly competes with, in Saudi, made $476 million in revenue in 2023, up 11.4 percent YoY. It currently has a market cap of $1.3 billion with the revenue multiple at ~2.8. (It has btw lost almost 50 percent of its value from its peak in March earlier this year, more on that soon). 2/ Doordash brought $8.36 billion in revenue in 2023, growing 27 percent YoY. It currently has a market cap of ~$46 billion. Revenue multiple is around 5.5. 3/ Zomato which has become the biggest internet company of India made $1.45 billion revenue in 2023 (calendar year), up 54 percent YoY. Its market cap is at $23 billion, with revenue multiple at 17. Doordash and Zomato are obv. in different geographies with so many other things at play. Jahez has been profitable for years now. Zomato also turned its first quarterly profit last year. Delivery Hero, on the other hand, has been making huge losses at the group level. It made a net loss of over $2.5 billion in 2023. Adjusted EBITDA was about $280 million and expected to grow three times in 2024. The company has been profitable in some of its markets with with the Middle East & North Africa (including) Turkey as one of its best-performing regions. Both in terms of profits and growth. There's also another way to look at it. Instead of comparing DH with international players or local competitors, we ungroup it. For example, if Delivery Hero Saudi (which is basically HungerStation) was an independent firm, it could have a market cap of $2.3 billion, based on 2023 revenue and using Jahez's revenue multiple (as a proxy). Let's take this a step further. Delivery Hero MENA made nearly $3 billion in revenue in 2023 (excluding dark store sales), up 26 percent YoY. If we use the same Jahez multiple as a proxy, Delivery Hero MENA alone should be worth $8.4 billion (which is more than the group's actual current market cap). The biggest risk it faces though is increasing competition from the local players. Jahez, for example, has been eating its share in Saudi, and could do the same in the rest of the region. The local players in other markets could also replicate that and there are also threats of other international large players like Meituan entering DH markets. But even with all those risks, Delivery Hero, with the track record it has, seems extremely undervalued. PS. This is not investment advice. PPS/Update. Yadgar has added a lot more context on what's going on with Delivery Hero in different markets in the comments below.

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Question for the Product Managers out there ❗ Share your story.. How do you build a Product in a Tech Scale Up?? Head of Product at JEX, Esther Kuijpers-Bastein will tell you about her experience on how to build a product in a tech scale-up. 👉 How this can affect your product strategy, what we have learned from it. 👉 How we stay on track despite making major changes, but always with the end goal in mind. #productmanagement #productmanager #software #product #devworld #devworldconference

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A survey participant shared: "One of the learnings for me was that [...] it would have helped so much to talk to somebody senior in the PM field early instead of diving headfirst deeper into an emotional rollercoaster. I did not realize until recently how lonely I felt in the organization despite all initial excitement about my PM field." If you feel like this, come to a product community meetup (like your local Mind the Product ProductTank, they exist in many cities all around the world). There are so many of us there who will listen and have perspective on this. You can also always send me a PM and ask for a chat. Nobody needs to feel alone in their product roles! This report summarizes important information to understand for our product teams. The rate of burnout in product roles has been and continues to be really high. Tanja Lau 🦋 and Arjanna van der Plas have gathered data, resource ideas and background information to break the taboo of speaking about and addressing this! Your product role should be a joy and something creative and fun, not make you sick!

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Biggest learnings from 10 months as a Fractional CPO and Product Coach (number 4 will surprise you). 1. User research is seen as an overhead (cost & time), rather than an investment. This is fascinating, but not surprising. Most companies envision a desperate PM, clutching the collar of an unsuspecting user, pleading ‘please, please, tell me what to build, I beg of you. Engineers are going to be free tomorrow, hungry for work and I have nothing.’ On the contrary, it’s an investment with a substantial yield and should be done weekly. Proper training is advised; just ‘doing it’ is not enough, there’s a meticulous mastery to candidate recruitment and bias minimisation. 2. Data is limited, highly fragmented, or absent. Making decisions without understanding platform usage is like trying to find your way in a city you’ve never visited with your eyes closed and no GPS. Utter mayhem. Data is power. Make sure you’re tracking and adding all metrics into one repository. If client data is in one place, and usage in another with no way of connecting them, it’s useless for decision-making. 3. Companies tend to think in solutions, not problems. Best founders and PMs are in love with the PROBLEM they’re solving, not the solution. The first question I ask when a new ‘solution’ is presented to me is ‘what problem does it solve?’. It requires a mindset shift to start thinking this way. The key you’re showing me is super shiny and beautiful, but what door does it unlock, and more importantly, why do we want to unlock that door? 4. Product Vision does not exist. Sing it with me: ‘To a ship without a destination, no wind is favourable.’ (Young Seneca). Zackly. How can we decide if this or that problem is more important to solve? If we don’t understand or have a compelling vision statement, and compelling it must be, then there’s no way of knowing if it’s taking us closer to the future we’re creating. So, set a clear Vision. Understand what problems stand in your way to get to that vision. Quantify and deeply scope those problems (data and user interviews), and you’re already ahead of the curve. Hope this was helpful. Any surprises?

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Here’s how changing 2 words increased our revenue by 2%: Over a year ago I noticed we were using the wording ‘Start Offer’ on a CTA button. I started questioning why… We likely once set it and never looked back, even though it’s a crucial step in the user journey. So I asked myself: If I were a user, would I feel motivated by this CTA to start this offer to earn money? Nope. But what if it emphasized the value I could gain? Yes! So I ran a split test with a couple of variants. The variant that increased our revenue by 2% was ‘Earn $150,00’. My hypothesis was correct: by emphasizing the VALUE the user will get from taking action, we increased the conversion rate; resulting in a 2% revenue increase. Lesson learned: Never assume. Question every step in the user journey. Changing 2 words can have as much impact as a feature that took 2 weeks. What's your quick win? I challenge you to go through the user/customer journey yourself and question everything. #business #experimentation #abtesting

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Feedback Friday: Free yourself from false feedback! "Breaking news: Local product manager discovers one weird trick to avoid pointless feedback sessions! 🎉 -Step 1: Recognize when your feedback will be ignored -Step 2: Don't give it -Step 3: Enjoy your newfound free time Side effects may include reduced stress, fewer eye rolls, and a sudden urge to do something actually productive with your time. "We'll give feedback when it matters, and go for coffee when it doesn't." ☕#FeedbackFriday #WorkplaceHumor #ProductManagement"

Feedback Friday: Free yourself from false feedback! "Breaking news: Local product manager discovers one weird trick to avoid pointless feedback sessions! 🎉 -Step 1: Recognize when your feedback will be ignored -Step 2: Don't give it -Step 3: Enjoy your newfound free time Side effects may include reduced stress, fewer eye rolls, and a sudden urge to do something actually productive with your time. "We'll give feedback when it matters, and go for coffee when it doesn't." ☕#FeedbackFriday #WorkplaceHumor #ProductManagement"

Feedback Friday: Free yourself from false feedback! "Breaking news: Local product manager discovers one weird trick to avoid pointless feedback sessions! 🎉 -Step 1: Recognize when your feedback will be ignored -Step 2: Don't give it -Step 3: Enjoy your newfound free time Side effects may include reduced stress, fewer eye rolls, and a sudden urge to do something actually productive with your time. "We'll give feedback when it matters, and go for coffee when it doesn't." ☕#FeedbackFriday #WorkplaceHumor #ProductManagement"

Feedback Friday: Free yourself from false feedback! "Breaking news: Local product manager discovers one weird trick to avoid pointless feedback sessions! 🎉 -Step 1: Recognize when your feedback will be ignored -Step 2: Don't give it -Step 3: Enjoy your newfound free time Side effects may include reduced stress, fewer eye rolls, and a sudden urge to do something actually productive with your time. "We'll give feedback when it matters, and go for coffee when it doesn't." ☕#FeedbackFriday #WorkplaceHumor #ProductManagement"

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The End of Product Management? I'm thrilled to announce that Mollie's CPO, Rogier Schoute, will be speaking @ Lisbon Product Meetup! 🚀 Join us on the 8th July! Mollie's CPO Rogier Schoute will provide his views on the future of the product management craft and would love to meet many of you for a good debate! Enrol now! Save your spot using the link in the comments. Can't wait to see you all at @ Lisbon Product Meetup 🙌 #productmanagement #lisbonproduct #product #fintech

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💡 Unpopular Opinion: Are Product Managers Losing Sight of What Really Matters? Product Managers love to say they’re the “voice of the customer.” It’s practically our mantra. But here’s a reality check: too often, we get caught up in internal politics, chasing executive approval, and juggling conflicting priorities. In the process, we risk losing sight of what truly matters—delivering real, meaningful value to our customers. 🛑 It’s time to ask ourselves: Are we truly advocating for our customers, or are we just managing expectations within our organizations? Let’s refocus on what we’re here for. Let’s listen more, innovate more, and, most importantly, deliver more. 💬 What are your thoughts? Have you ever felt the tension between internal demands and customer needs? How do you strike the right balance?

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