Devang Gaur

The product lifecycle is like a Bollywood movie: Starts with a bang, full of drama in the middle (bugs!), and ends with everyone wondering if there will be a sequel (new version) or if it's just a one-hit wonder. #productmanagerlife #productmanagement #productmanager #agile #productowner #officehumor #worklifebalance #softwareengineeringhumor #uxhumor #customercentric #productlifecycle #productlaunch #bugs #productdevelopment #newversion #bollywood #softwareengineeringhumor #productmanagerlife

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10 Product Management designations that you must be aware of 👇 1. Product Manager (General) 2. Product Owner 3. Product Operations Manager 4. Growth Product Manager 5. Technical Product Manager 6. Platform Product Manager 7. UX Product Manager 8. Enterprise Product Manager (also B2B PM) 9. Internal Product Manager 10. Function Specific PM (e.g. Mobile PM) What more designations have you come across in your company? Drop in the comment. Follow me and ProductHood School for more such insights.

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Most product managers who become first-time people managers suck, because they don't know: 1. How to manage without micromanaging 2. How to delegate without impacting quality 3. How to setup the team for success 4. How to empower the team 5. How to help team to meet career goals -- Have you worked with first-time managers who really excelled at their job? What did they do well?

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ChatGPT as a Companion to PM Interviews and Real-Work I was going to start writing about Product Sense after covering market sizing and guesstimates in the last few posts. But analytical seems like a topic that’s a natural extension of market sizing and guesstimates. Analytical skills aren’t just important for PMs. They are also quite important in adjacent roles — business or product analyst, data scientists, consulting, program management, etc. Every one of these people have to work with data to figure out insights. But the burden of using data to create insights, and translating that insight into the impact lies with product teams. To do that, product team needs to have a deeper understanding of: 1) Defining the metrics : Product dashboards, and defining various levels of metrics in the dashboards; NSMs (north star metrics); Success metrics for a product launch, and guardrail metrics 2) Merging user research and data merge to create powerful insights 3) Root cause analysis of a problem using data, like a metric going down (or up) 4) Creating a plan to move a metric The above skills are in the increasing order of complexity. For example, item #4 (moving a metric) is something that is the hardest to do among all the others. While PMs require all the skills listed above on the job, when it comes to the interviews, it’s hard to display #2 (merging research and data to create insights). So those questions don’t appear in the interviews. Further, the type of skill tested also changes with levels. At an APM/PM level, you would get more questions around defining metrics (success metrics, NSM, dashboards) and RCA, whereas at an SPM/GPM level, you start getting problems of creating a product strategy to move a metric. We are going to cover these items in the next set of essays. But one of the more interesting things that has happened in the past 1.5 years is large language models (LLMs). And one of the notions I had around analytics is — Analytics is also lot more structured and objective than product sense or strategy interviews, the response of LLMs might be pretty effective here just as it happens in coding. In other words, can we start using these LLMs as a product companion when it comes to analytics? Since ChatGPT is available at your service 24x7, it’s an amazing companion to have. If the answer to the first question is yes, to what extent should we be using them? Should we using them for Interview Prep or Real-work or both? If all these questions excite you, do give a read to today's edition of the newsletter - https://lnkd.in/gd36NcrN

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One of the sneakiest but an effective way to test product hypothesis and guage user demand is Fake door tests PS: done these in Uber and a startup , both times it helped give us rich data and informed product strategy A good tool in the arsenal of #Startups and #ProductManagers Do not overdo it though . https://lnkd.in/geZ9QNQZ

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ShareChat PM interview questions [1] How would you improve Swiggy revenue? [2] What metrics would you, as a PM, track for WhatsApp? [3] Estimate the number of airplanes in the Indian sky at noon? [4] How could you use hashtags on Sharechat to drive engagement? [5] Design a camera for the elderly. [6] How would you design Uber for blind? [7] Assume that the page views on Flipkart’s product pages have declined over the last 3 weeks. How would you go about investigating this? [8] What metrics and goals would you focus on for Instagram stories? Liked this? Follow Vishal Bagla for more. #ProductManagement #ProductManagers #InterviewPrep #Jobs

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Approaching product interviews by honing in on unexpected yet crucial areas can set you apart and make all the difference. Here’s how to prepare for those key areas: 𝗣𝗿𝗼𝗱𝘂𝗰𝘁 𝗗𝗲𝘀𝗶𝗴𝗻 These questions test your ability to empathize with users and prioritize features: - What's your favourite product and why? - How would you improve our product? 𝗕𝗲𝗵𝗮𝘃𝗶𝗼𝗿𝗮𝗹 These assess your real-world problem-solving and cultural fit: - Tell me about yourself. - Describe a time you handled a difficult stakeholder. 𝗣𝗿𝗼𝗱𝘂𝗰𝘁 𝗦𝘁𝗿𝗮𝘁𝗲𝗴𝘆 Showcase your strategic thinking and goal-setting abilities: - How would you increase YouTube users? - What's the biggest threat to YouTube? 𝗔𝗻𝗮𝗹𝘆𝘁𝗶𝗰𝘀 & 𝗠𝗲𝘁𝗿𝗶𝗰𝘀 Prove your skill in reasoning with metrics and user feedback: - What metrics would you focus on as the PM for Netflix? - Define a north star metric for a company. 𝗘𝘀𝘁𝗶𝗺𝗮𝘁𝗶𝗼𝗻 These questions test your decision-making with incomplete information: - Estimate the number of Uber drivers in Delhi. - Estimate the total Internet bandwidth for 1,000 students. 𝗘𝘅𝗲𝗰𝘂𝘁𝗶𝗼𝗻 Demonstrate your goal-setting and decision-making prowess: - How would you reduce fake news on social media? - Daily active users have decreased; what do you do? 𝗧𝗲𝗰𝗵𝗻𝗶𝗰𝗮𝗹 If applicable, communicate your understanding of technical concepts: - Explain API to a 12-year-old. - Design the architecture for Swiggy. 𝗣𝗠 𝗜𝗻𝘁𝗲𝗿𝘃𝗶𝗲𝘄 𝗙𝗿𝗮𝗺𝗲𝘄𝗼𝗿𝗸 Follow these steps to structure your responses: 1. 𝗟𝗶𝘀𝘁𝗲𝗻: Take notes and maintain eye contact. 2. 𝗖𝗹𝗮𝗿𝗶𝗳𝘆: Ask questions to understand the problem. 3. 𝗣𝗮𝘂𝘀𝗲: Reflect before answering. 4. 𝗦𝘁𝗿𝘂𝗰𝘁𝘂𝗿𝗲: Outline your answer before diving in. 5. 𝗘𝘅𝗽𝗹𝗮𝗶𝗻: Provide detailed reasoning. 6. 𝗖𝗵𝗲𝗰𝗸-𝗶𝗻: Ensure the interviewer is following. 7. 𝗦𝘂𝗺𝗺𝗮𝗿𝗶𝘇𝗲: Recap your main points. 𝗧𝗶𝗽𝘀: - Use a structured framework. - Prepare a story bank. - Be clear and confident in your responses. 𝗣𝗿𝗲𝗽𝗮𝗿𝗮𝘁𝗶𝗼𝗻: Research the company. Focus on one type of question at a time. Practice with common questions using the STAR method. Download the 𝗳𝗿𝗲𝗲 𝗴𝘂𝗶𝗱𝗲 prepared by me https://lnkd.in/grMGcnY2 Prepare thoroughly, practice consistently, and approach each interview with confidence. Good luck! #ProductManagement #PMInterview #CareerTips Share with others, who might get helped.

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🚀 How to think counter-intuitive and think in 10x bets? Kunal Shah’s podcast with Lenny Rachitsky is curiosity on steroids. Here are insights, unpacked for you. 🚀 1. The Delta 4 Framework - The famous one for strategic product thinking. 2. DAUs vs ARPUs - A look at Daily Active Users (DAUs) and Average Revenues Per User (ARPUs) in emerging versus developed markets, shedding light on diverse consumer behaviors. 3. Cultural Perceptions of Time - How the concept of value in time is not yet core and how we still spend an hour to save 10 or 100/- on that order vs not realizing that the hour has already cost us our hourly rate. 4. The Power of Curiosity - Coupled with second-order thinking, this can elevate our approach to product design and user engagement. Additionally, the discussion ventured into how elements of Indian mythology influence leadership styles in business—a fascinating but somewhat forced perspective. Over the next few weeks, I plan to deep dive into the Delta 4 Framework and ARPUs across various Indian market products to see how we can leverage it in an actionable way to build great products. Feel free to share your thoughts or how these insights resonate with your experience! #ProductManagement #UserEngagement #MarketInsights #Leadership #BusinessStrategy #Innovation #Framework #ConsumerBehavior #KunalShah #Lenny #BuildingProductsThatMatter #ProductManagers

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Would highly recommend Shreyas Doshi "Managing Your PM Career" course to all Product Managers who are looking for a deeper and more fulfilling career. It is the by far the most valuable experience I've had were I intentionally planning my career by making a 3 year lighthouse goal , LMS framework etc instead of just letting my career happen to me. No matter what level of product you are, give yourself five minutes to see if it resonates. https://lnkd.in/gx4m7GYB

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👉 What is a Product Requirements Document? A PRD is an item used in the product development process to help communicate between development, testing, and design teams. A PRD must include everything from the very beginning to the release of your product such as from your aim to success metrics. 👉 A successful PRD includes these 7 topics: Purpose/Goal Features UX Flow & Design System Requirements Release Criteria Timeline Analytics 👉 Why do you need a PRD? The main purpose of PRDs is to get all the stakeholders on the same page. Creating a product successfully requires the collaboration of multiple teams such as development, design, marketing, sales, and support. After reading PRD, you can be sure that all of you will be in sync. #ProductManagement #ProductManager #ProductDevelopment #ProductDesign #Product #ProductAnalysis For further reading: https://lnkd.in/d4ywWaKW

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I got the chance to interview the goat. Here are 𝟓 𝐬𝐮𝐫𝐩𝐫𝐢𝐬𝐢𝐧𝐠 𝐩𝐫𝐞-𝐏𝐌𝐅 𝐫𝐮𝐥𝐞𝐬 𝐡𝐞 𝐬𝐡𝐚𝐫𝐞𝐝 ⤵ 1. Your best chance to reach PMF is doing discovery 2. You shouldn’t hire a PM pre-PMF 3. If you don’t have PM skills, hire a Product Leader 4. Go-To-Market is part of the Product Strategy 5. The first PM should come between 20-30 employees Two months ago I got the chance to interview Marty. I asked him some existential questions about pre-PMF startup 👶 I didn’t see much of his content around this space... To my surprise, Marty had a few contrarian views on them! Here are the top 5 that stuck with me ever since. Together with some actual quotes from the discussion. 1. Your best chance to reach PMF is doing 'discovery' “If you're not doing real discovery during product market fit, good luck. “The single biggest reason for most failed startups is because they are not using the skills of product discovery to come up with something good”. 2. You shouldn’t hire a PM pre-PMF “I don't recommend that product managers even be hired during the seed stage. That's the co-founders’ job”. “If one of the co-founders is not an experienced product person, all I could tell you is I'm not investing” 3. If you don’t have PM skills, hire a Product Leader Sometimes the founders don’t have PM skills, so what should they do? In that case, Marty recommends hiring a leader, not a manager: “Hiring an individual contributor product manager is probably not going to help because you need somebody with the political clout and experience to essentially act like a co-founder” “An individual contributor product manager is not going to be treated like a co-founder." 4. Go-to-market is part of the product strategy Early stage, Marty says that the product strategy includes go to market: “For early stage, go to market is very much part of the equation. It’s a sort of dance between getting the product and the go to market to actually align. So yes, go to market is a huge part of that product strategy. It doesn't mean that multiple people don’t collaborate. Maybe a founder has more sales experience and the other one has product experience." 5. The first PM should come between 20-30 employees "Even when the founder has great skills, eventually they need to delegate. "I usually encourage those founders to wait as long as they can, because things it's, that's a very difficult hire." "As a general heuristic, usually, it's somewhere between 20 and 30 engineers." ----- Thanks again to Marty for coming on the podcast 🙏 And sharing his gospel. I'm curious to hear what you think about these statements. Do you agree? Have you seen counter-examples working? Take care 💜 Enzo #martycagan #thegoat #startup

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Context: Product Manager's greatest weapon and the greatest weapon against Product Manager. Why? Anything a Product Manager does has to be justified by any set of the following: • OKRs • Goals • Vision • Strategy • Deadlines • PM's Career • Politics (yuck) • Legal Situation • Users Feedback • Financial Situation • Impact Hypothesis. • Competitors' moves • Current market State • Product Technical State The more of those you can show for your idea, the stronger the case to pursue this. Why? Cause a Product Manager has to make the important call on where to allocate rather expensive development resources. A wrong decision can make or break a product. if you can provide a lot of decision context, you can build more confidence and trust. You really need it! Why? Because it's not the context that uses your product, but real users. All the preparation and discovery may completely miss the mark when it comes to actual Product usage. Why? Users aren't really reliably predictable. Building a case for an update that you hope will achieve success is just putting more "estimation" to the "guesstimation" every Product Manager should conduct for any initiative. This can be really helpful later. Why? If an update fails, the PM's reasoning can be traced. It's OK to fail after long and convincing due diligence, it's not OK to make a reckless decision that costs the company lots of cash. Why? As sad as it is, Product Managers aren't primarily in the business of serving users with a product solving a specific problem, but to earn money because of that. If you serve without an overall return on investment, you fail as a Product Manager. Why? Cause a product with a bad financial situation will eventually have to close down, leaving its users afloat. Thus, serving only users while ignoring business is ultimately harmful to users who rely on your product. Why? Ok, I think I need to stop the Why game. Why? Answering the question above will make a loop and I'm running out of characters for this post. Anyway, dear Product Manager, take care to build a strong case and context for any initiative you and your development team undertake. This is the only right way to do it! Have fun creating great products that consider users and businesses alike :) #productmanagement #productmanager #agile P.S. To become a Product Manager with great ideas serving every stakeholder check out my courses on www. drbartpm. com :) Use the code “linkedinfollower” on checkout to receive a 30% discount on all of them :) P.S.2 The image used for this post is a recreation of any original idea that as far as I can see originally popped up on Go to VennDiagrams subreddit

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After a decade in the trenches of #ProductManagement, I've learned that this role is both overhyped and underestimated. Let me share some hard-earned insights on what it really takes to be in the top percentile of PMs. - Master the Art of Decision-Making: It's not about coding, marketing, or selling. It's about making tough calls and communicating them effectively. Block out 2 hours weekly for deep thinking - it's non-negotiable. - Be the Compass and the Captain: Set a clear vision, but also chart the course. Know your market, your users, and your numbers inside out. If you can't explain how your company makes money in your sleep, you're not there yet. - Prioritize Like Your Product Depends on It (Because It Does): Your ability to say "no" gracefully will make or break your product. Focus ruthlessly on what moves the needle. - Cultivate Cross-Functional Fluency: Speak the language of engineers, designers, and execs alike. Your role is to be the glue, the translator, and sometimes, the referee. - Embrace the Metrics that Matter: Vanity metrics are for amateurs. Dive deep into the numbers that actually drive your business and product decisions. - Balance Visionary Thinking with Pragmatic Execution: Dream big, but know how to break those dreams into achievable milestones. Your roadmap should inspire and guide, not gather dust. - Create an Environment for Success: Great products aren't built by lone wolves. Foster a culture where your team can innovate, take calculated risks, and learn from failures. The path to #ProductLeadership isn't just about mastering these skills - it's about continuously evolving them. It's demanding, often thankless, but incredibly rewarding when you see your product making a real impact. If you're aware of any relevant Senior Product Manager or Product Lead opportunities aligned with my expertise, I'd greatly appreciate you connecting or referring them to me as I continue my pursuit of the next role where I can drive significant impact. #ProductManager #Leadership #Innovation #CareerGrowth #OpenToWork #OpenToNetwork

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#ProductMusings: The Importance of #Dogfooding for Product Managers In the realm of product management, there's a crucial practice known as "dogfooding." The term, originating from the concept of "eating your own dog food," refers to the practice of using one's own products to better understand and improve the customer experience. The comic below from the wonderful folks from Work Chronicles, encapsulates the irony and challenges faced by teams who neglect this fundamental practice. Dogfooding is more than just a quirky industry term—it's a pivotal strategy for ensuring that product managers remain deeply connected with their users' needs and challenges. Here’s why product managers who don’t practice dogfooding risk falling behind: 1) Understanding User Experience: By regularly using their own product, product managers can experience the interface and features just as their customers do. This firsthand experience allows them to spot usability issues, confusing workflows, or missing functionalities that may not be obvious through external feedback alone. 2) Keeping Up with Issues: Dogfooding provides an early warning system for detecting bugs and performance issues. Discovering these problems internally before they reach the customer is crucial for maintaining product quality and user satisfaction. When product managers engage with their own software, they can identify glitches from the user's perspective and prioritize resolutions more effectively. 3) Empathy and User Advocacy: Direct interaction with their product cultivates a deeper empathy for the end-users. This understanding empowers product managers to advocate more passionately for improvements and features that truly benefit the user base, fostering a customer-centric development process. 4) Fostering Innovation: Regularly using the product can spark new ideas and innovations. Product managers can leverage their intimate knowledge of the product to ideate enhancements or entirely new features, driving continuous improvement and staying ahead in the competitive landscape. 5) Building Credibility: When product managers can demonstrate that they trust and rely on their own product, it builds credibility both within their team and with their users. It sends a powerful message that they stand by the quality and utility of what they are offering. As highlighted humorously in the comic, neglecting to use your own product means walking a precarious path—one where misunderstandings of user needs and delayed awareness of issues can lead to a disconnect that is hard to bridge. Embrace dogfooding, and transform it into a cornerstone practice for creating products that not only meet but exceed customer expectations. What do you think? Share your thoughts in the comments below. #Dogfooding #ProductManagement #UserExperience #CustomerInsight #Innovation

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Disclaimer - No Gen AI involved in the creation of the following post. TL;DR: Well written lines of relevant product thoughts are the measure of a product manager's output just like well-written lines of code are for an engineer. Long version: Q. As a Product manager, (PM) what is one (of a few other ways) way you know you did justice to your role? A. It's simple. Measure and compare words spoken Vs written by you in your day. Drawing useful visuals is an acceptable option to words written. Why? Words spoken >> are often ignored, not grasped, not recorded and ephemeral. They rely heavily on the audience to have noted, interpreted and acted upon. They are also not the most organized form of communicating. Words written (or a drawing) >> are near-permanent if chosen to be recorded on a searchable, publicly available medium like your internal Confluence, Sharepoint or a Slack broadcast that gets pinned. They can be iterated upon, reviewed often, referenced in the future and analyzed in greater depth faster than listening to a recorded meeting repeatedly. PMs can create a lasting, noticeable and wider impact by writing things down, even if its just in a meeting chat. Even if no one else read them, the writer themselves reaps the benefit of more thoughtful, organized and durable structuring of their ideas. Humble confession: Being vocally self-critical, I just went by for 1.5 "busy (meetings)" days without writing anything meaningful besides meeting notes and action items, and felt the need to share this. Rant: At every place I have worked, I have seen at least a few Product Managers never putting pen to paper and thinking their job is done when they show up to a meeting, provide lackluster opinions or worse yet, simply nod in shallow agreement or recap the standard procedural statements like "this needs additional prioritization discussion". #writemore #beabetterpm #whatdoesaproductmgrdoanyway #nongenaipost

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Product management demands honed skills that are cultivated and refined over time. Many believe they can effortlessly navigate the realm of product management, but there's a chasm between mere participation and achieving tangible outcomes. Here are five pivotal skills for product managers who consistently deliver results: 🚀Insightful Data Interpretation: Transforming qualitative and quantitative data into actionable insights necessitates sharp critical thinking. 🚀Product Intuition: This amalgamates cognitive empathy, creativity, and domain proficiency. While nurturing creativity can pose a challenge, it's entirely attainable. 🚀Compelling Data-Driven Narratives: Mastering the art of persuasive storytelling with data, while ensuring factual accuracy, is a skill that can be developed with practice. 🚀Versatile Communication: The ability to communicate effectively across various mediums is crucial for successful product managers. 🚀Decisive Decision-Making: Product managers are constantly required to make informed decisions swiftly, utilizing available information to prevent team stagnation or inertia. What stands as the foremost growth opportunity in product management within your organization? And what about yours? #productmanagement #coachingproductmanagers #productleadership #producttakes ------ 🌍 Shubham Karnwal 🆘 0-1 Product Managers 🔔 Follow me for more content ♻️ Share is care

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Before I became a product manager I was working in data analytics and data science. I wish we did a better job at these product fundamentals: 1/ Understand your customer and what their pain point is. If you're doing executive reporting, understand what their dashboard needs to look like. Too often, we would model data thinking "the one dashboard to rule them all". This never worked, and didn't help our customer. If you're building a model that helps customers discover new items, don't optimise the model for repeat purchases. 2/ The customer does not care which fancy model or technique you used. I don't remember picking a movie and thinking "wow, I bet they used <insert fancy neural net> for this". Make sure it solves the problem at hand! 3/ Treat your dashboard or model or table like a product. Ask, does it still solve the problem it set out to? Have there been changes? Should I communicate these changes to my users? Is it still useful? Should I deprecate it? Is it still ethically and technically compliant? How easy is it to make iterative changes? 4/ The user experience matters. It's the little things. Is the information presented in an intuitive structure? Does my dashboard clean up countries or do I make users do things like country is ('ZM' or 'Zambia'). For a model, does it take forever to load? If it's a pipeline, is it easy to understand the transformations and are they well tested? As Shreyas Doshi covered it in this post you don't have to be a product manager to start doing these. As a data practitioner you should be doing this all the time!

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Are You Wasting Your First 30 Days as a PM in 1-1s? 🔍 The conventional wisdom says you should spend your first month setting 1:1s with your team, understanding the business model, and building rapport with engineering. While those are all important, the highest leverage activity is not relationship building (it will build over time in any case) but creating a visual map of your product's customer journey. This may sound basic, but you'll likely find that stakeholders have conflicting assumptions and interpretations of how customers interact with your product. 👁️ Marketing sees one journey, support sees another, engineering yet another. This misalignment often goes undetected. Within your first 30 days, use tools like Figma, Canva, or Lucid to sketch the customer journey. In your 1:1s, ask stakeholders to describe their version of the journey. Highlight areas where there is disagreement or confusion. 🤝 Then bring the key players together to align on the true journey. With an AI assistant like ChatGPT, you can even get suggestions on the right way to address potential misalignments. A shared understanding of the customer journey is like having a map for your product road trip. Without it, your users will get lost and frustrated. Don't expect customers to clearly articulate their needs either. Like a cat knocking over a vase, their behaviors often don't tell the whole story. 🔍 Dig deeper into the Jobs To Be Done—the underlying motivations driving customer behaviors. In your first month, resist the temptation to make quick changes. Your highest leverage task is bringing alignment across the org on the true customer journey. With that foundation in place, your product efforts will gain tremendous speed and clarity going forward. Your stakeholders will appreciate you taking the time to build this understanding. 🙌 Not because you did the work but because many misconceptions and assumptions get removed for your stakeholders themselves. #ProductManagement #CustomerJourney #StakeholderAlignment #JobsToBeDone #ProductLeadership

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🚀 Sachin Rekhi: The Inputs to a Great Product Roadmap 🚀 Today, we’re diving into the wisdom of Sachin Rekhi, a serial entrepreneur and product management guru who's now a Founder& CEO at Notejoy. So, how does Sachin think about crafting a killer product roadmap? Let’s break it down: 1️⃣ Usage Metrics Analysis: First, dive deep into how people are using your current product. Identify which features are loved (invest more there) and which ones are ignored (maybe they need a makeover or the boot). It’s like peeking into the minds of your users to see what’s clicking and what’s not. 2️⃣ User Interviews: Great products solve great problems. Sachin’s go-to is user interviews to really get to the heart of user frustrations and motivations. It’s all about understanding their daily grind and what really bugs them. 3️⃣ Customer Feedback & Support Requests: Listen to your users! Aggregating feedback from support tickets and feature requests can highlight common pain points and areas ripe for improvement. Think of it as reading a treasure map of insights directly from your users. 4️⃣ Competitive Analysis: Spy on the competition (in a good way!). Use their products, read reviews, and see what’s working for them. It’s not about copying but about learning and leveraging those insights to craft your unique strategy. 5️⃣ Internal Innovation: Look within your company for innovation. Sometimes the best ideas are already brewing in other departments. Borrow those brilliant ideas and see how they can be applied to your product. 6️⃣ Audience Surveys: Once you’ve got a list of potential features, survey your audience to prioritize them. Tools like conjoint analysis can help you figure out what your users really want. It’s like hosting a mini-vote among your users to shape the future of your product. The takeaway? Creating a product roadmap is part art, part science. It’s about blending data-driven insights with creative thinking to craft a strategy that really hits the mark. Link to original read: https://buff.ly/4eFSRiK Join my WhatsApp community for exclusive product management discussions and tips! Find the link in the comments below. #productmanagement #productinterview #productlearning #productjobs #mentormalay

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