Leadership

From CSM to Product, I used a structured framework to pivot our BCP strategy, making assessments free to drive a 37% usage surge and 60% service attachment—outpacing the competition at pace.

Turn AI into a skeptical peer, not just a writer. Using modular context and system prompts, I’ve built an "AI Sparring Partner" to stress-test my PM logic and ship faster with greater accuracy.

As product managers, our strength—gravitating to wicked problems—can become our weakness if we don’t guard our “life force.” Use a simple 2×2: difficulty vs. influence. Avoid “Just don’t” tasks and “Unnecessary hill-dying.” Limit “Hero makers.” Spend more time in “Huge impact” zones—easy, high-leverage work that energizes instead of drains. Protect your energy to stay sustainable. (298 characters)

I remind myself before every trip: “No running in airports today.” Prep well, pay attention to detail, stay calm. Tech work feels the same right now—constant urgency. What if we started Mondays the same way? Control what we can: preparation, focus, early signals. Teams build better when we refuse to run.

Our planning zooms out over time: “Now” means tight, granular focus—specific scope, detailed specs, and designs with low flexibility. “Next” widens to broader areas with some room to adapt. “Later” stays high-level and fully flexible, embracing broad scope as uncertainty decreases and options open up.

In product management, the “fog of war” captures our constant uncertainty: about our own capabilities, competitors’ strengths, and their next moves. Don’t let fear of the unknown drive decisions. Base plans on what we know about users and business—treat project plans as living “road signs into the fog” and refine them as clarity emerges.

When to use DACI to make group decisions fast and clear: Driver leads and pushes progress, Approver gives the final yes/no, Contributors provide expertise, and Informed stay updated. This eliminates confusion, speeds up choices, reduces delays, and makes it easy to ask for input or clarification—especially in cross-functional teams handling complex or high-impact decisions.

“Disagree and commit” is noble until you’re the one faking enthusiasm for a decision you think is doomed. Better version: “Disagree and let’s see.” Same velocity, zero acting. You tell your team: “Not my pick, but here’s the bet we’re running and the date we’ll know.” They lean in, you stay honest, and everyone learns faster—win or lose. Integrity intact, company still ships. Win-win.

Business Sense is your north star. Without it, you’re “really junior”: effort over outcomes, consistency over impact, team wins over org-wide success. At my company, we equip leaders to make smarter calls—faster. Ask: Does this matter to the business? Are we open to all options? That’s how you earn your seat in the room.