About
Experienced Product Strategy & Operations leader with a demonstrated history of working…
Experience
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Education
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University of Illinois Urbana-Champaign
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Activities and Societies: OTCR
Previously held engagement partner role in OTCR, the premier student consulting organization. James Scholar from 2010-2014, Deans List 2011 and 2013.
Minored in Business Administration.
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Nils Davis
12 interviews in a few weeks: One product manager’s resume secret revealed. I talked with a product manager last week whose resume has been pulling interviews. (Many PMs I talk to are not getting *any* interviews.) His resume was different in one specific way compared to most I see. It had a very simple opening summary, in the form: * I am a… * I have … * I have a reputation for Three short sentences that immediately told the reader that he was a solution to their problem. And there was a reason to choose him over other candidates. No keywords. No fluff. No invented terms like "product strategist." You can do this too. First, *use* a summary. It enables the hiring manager to spend one second to know if you might be a match for their needs. Make it simple, clear and to the point. Don't list every (or any) product management buzzword you can think of. Don't use qualifiers like "customer-focused" or "ambitious" or "data-driven." Three simple sentences. Make it instantly clear who you are, what you do, and why you're interesting. And your resume will start working for you. --- You are amazing. I want your resume to reflect that. I love crafting resumes for people that unveil their brilliance. It leads not only to more interviews and more offers, but to higher personal confidence. Check the link on my profile to schedule a resume review with me.
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Princess B.
Ever feel like product meetings are just another box to check off? Let's fix that! By focusing on actionable outcomes and keeping our eyes on our North Star metrics, we can make these meetings truly valuable. Here’s what works for me: 1. Set Clear Objectives: Know why you're meeting. 2. Align with North Stars: Make sure everything ties back to our key goals. 3. Encourage Participation: Get everyone involved and contributing. 4. Follow-Up: Assign clear action items and set deadlines. How do you make your product meetings actually useful? I'd love to hear your tips!👇 #ProductManagement #NorthStarMetrics #GetStuffDone
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Stephanie K.
As an ex-ZoomInfo employee, the news that financial firms have approached the company for some kind of M&A / buyout isn't surprising. Last fall, ex-employees were getting bombarded with requests from research firms on behalf of their clients seeking to understand the opportunity. I find this interesting b/c these finance firms are being really smart about going right to the frontlines to best understand untapped opportunities and unaddressed challenges. They are tapping the best (or next to best) resource for understanding what changes are needed to drive better outcomes from underperforming companies. You know who really isn't? HR teams executing employee surveys seeking to identify "problem employees" instead of getting direct employee feedback and addressing the true sources of underperformance. Problems are usually obvious and they are front and center, and they are usually the things that don't change until an outside party comes in and does it-- to their financial benefit, and often to the detriment of employees. Add'l: This is also why job candidates should do their due diligence and speak to ex-employees. I was once approached by someone and gave him areas where he should kick the tires. Ignored me, took the glowing response from the CEO about the "immense opportunity" only to have the rugged pulled from under him when the company sold to private equity less than a year later and they started laying off all West Coast employees.
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Mat Winegarden
🤠 "Hey Mat, why do you need Product Operations?" 🤓 "Without Product Operations, scaling is chaos in disguise." Here's a better answer: It’s the hard to measure engine that keeps everything running smoothly behind the scenes. As product teams grow, so do the moving parts—multiple teams, multiple products, and endless communication channels. Things can get messy fast. That’s where Product Ops steps in, creating order out of chaos. Here’s how it supports growing teams: 📖 Standardizes Processes Without a solid framework, every team does things differently, and that’s a recipe for confusion. Product Ops sets clear processes so every team is working in sync. Think of it as a well-oiled machine—everyone knows their role, and things move faster. 📊 Aligns Teams with Data Decisions shouldn’t be based on gut feelings or who shouts the loudest. Product Ops ensures that data is at the center of decision-making, so product teams can prioritize the right things with confidence. Data-driven alignment means fewer surprises and better products. 🚀 Frees Up Product Managers When Product Ops handles the operational load—managing tools, data flow, and processes—product managers are free to focus on strategy and innovation. That’s how you get the breakthroughs that matter. The result? A scalable, aligned, and efficient product team that can handle growth without losing focus. Product Ops isn’t just nice to have—it’s mission-critical for scaling successfully. How does Product Ops work in your company? Let’s discuss below 👇
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Rommil Santiago
Having the willingness and strength to say "No" or "No for now" to good ideas that aren't in line with your strategy, vision, or purpose is one of the most important things an employee can do. However, it is only when strategies, visions, and purposes are well communicated and understood throughout the organization, that people can feel empowered to do so. Communicate clearly. Communicate simply. Communicate often. #changemanagement #communication #product
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Salina Mendoza
The product manager role is ambiguous by nature. I’m often the PM tasked with the most ambiguous area where there’s no documentation and it’s an adventure to find any answers. I then document and relay across teams, depts, & clientele. I’m trusted to “figure it out” & I usually do 🤝 I work backwards, I read API docs, I read internal docs, I scour slack messages & threads, sales & customer calls, reviews, renewal surveys, talk to SMEs, asking “why” a lot - I do whatever it takes. I then gather and present. Form my own hypothesis & opinions. Get feedback and buy in. Then we innovate. I simply do not give up and there’s some magic in digging deep to find the gold in your market, your teams, and in your industry.
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Moiz Kapadia
🥇 The best PMs use story-based interviews to empathize with their customers... Want to know how they do it? Here’s how, using a residential EV owner as an example...👇🏽 Story-based customer interviews uncover deeper insights... Collecting Compliments, Hypotheticals, or Ideas... Can lead to building the wrong product...get stories instead! 🏁 Start the Interview Begin with setting the context... DO NOT mention your product or idea! Broadly introduce your business... "We're looking at helping EV owners charge at home..." "Can you walk me through the last time you charged your EV?" Let them know it's okay for them to give you as much detail as possible. ⛏ Extract the Story Gently pull out the story by grounding them in specific instances... "Tell me the first step you took to charge the EV..." "...then what happened?, "and then?", "what next...?" Dig deeper... "Were there any surprises or issues that came up?" "What did you find most frustrating about the experience?" Listen actively and note how they describe their experience. ✅ Wrap Up with a Reflection Zoom out and ask 1-2 broad questions... "How has EV charging impacted your electricity bills?" "If you could wave a magic wand to improve your EV, what would you change?" "How has buying an EV changed your schedule?" That's how you can avoid getting bad data from your customer interviews... Collect rich details about their lives... and build them a product they'll love. Good luck with your discovery work this week! 💥
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Sam Kawsarani
Earlier this week, I posted about the three types of product leaders: https://lnkd.in/gD-tG65U. The discussion got me thinking further about what makes a good PM. In my view, a good PM balances the following three core competencies: 1. Ability to understand and leverage data 2. Essential/core technical skills (my sniff test for this: can you understand your product's architecture diagram?) 3. A keen sense of UX design What are your thoughts this time? Let me know in the comments. P.S. For more interesting product or leadership stuff, check out my free newsletter producttrench.com 🚀.
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