• Why a great PRD makes the work of building easier

  • The 3 evolutions of a dynamic and evolving PRD

  • How to know that you’re on the right track with your team

  • Focus: What to focus the discussion on

  • Rules of Engagement: How to behave

  • Attendees: Who attends, in what role

  • Memo: The content to discuss

  • Event: The cadence of meetings

  • Allocation: What percentage of our growth roadmap should be allocated to big swings?

  • Discovery: How can we uncover the big swing opportunities?

  • Validation: How can we validate our big swing with the minimum amount of resources?

  • Understand the root causes of ineffective goal setting.

  • Set, communicate and track quarterly product team goals with the Narrative, Commitments, Tasks framework.

  • Nurture the habit and skill of successful goal-setting within your organization, which will compound as you scale.

  • Move away from the theater of contrived performance and towards real strategic progress.

  • The three domains of marketing

  • Benefits of an integrated strategy

  • Strengths of a multi-domain marketing strategy

  • Signals it’s time to update your strategy

  • Why great Engineering Managers are so hard to come by

  • A Framework for The Real Scope of Engineering Management

  • Five skills every Engineering Manager needs

  • How management skills can also make you a more effective IC

  • What causes the partnership to unravel

  • Three strands that form a stronger partnership

  • What happens when marketing and product don’t collaborate well

  • How to strengthen the partnership today

  • Conflict is useful when it’s purpose-driven

  • Overcoming hurdles together is the end goal, whether explicit or not 

  • Stable tension zone can be self-perpetuating

  • To develop a productive culture of conflict, you must identify specific behaviors you want to see in your organization, and then embed these behaviors into your team’s values, norms, language, and rituals.

Reducing churn is frustrating because most product teams approach it incorrectly: 

  • They see all churn as bad and avoidable

  • They myopically focus on customer resurrection

  • They assume churn is the end of a journey

  • The definition of coaching and how it fits into a manager’s portfolio

  • Why most managers struggle to coach

  • How to improve your coaching skills

Executive summaries create impact for both sender and receiver. They should provide context, confidence, and clarity. This requires:

  • Concise big picture, coupled with the right level of detail

  • Sound judgment and structured thinking

  • Scaffolding to know how to engage