Aarti joined Bell Technologies, a fast-growing startup as a Group PM to lead customer experience. In her role, she had to deal with Karan, a tough stakeholder. Karan used to challenge Aarti by constantly questioning her approach, priorities, and decisions. Aarti initially took everything at face value and kept answering his questions,
Bhavna, the Director of products, is having a tough time with Kishore, her engineering counterpart. Whenever a project or a feature is lined up, the first thing you hear Kishore say is ‘No, we can’t take up this feature’. Kishore is a veteran engineering manager with Enterprise products background. He often tries
Ravi joins Blee-blee as VP, Products. Blee-blee is a publicly-traded company and a market leader in one of the SaaS spaces. Ravi was hired to drive a product-driven culture in a traditionally sales-driven company. On the day of joining, the CEO recommended to Ravi – “Spend time understanding the journey the company
Pravir was hired by the CEO of Duck-duck Technologies to lead new initiatives. Duck-duck is a leader in the food-delivery space with a good product-market fit but still not fully profitable. The CEO and the board saw opportunities beyond food delivery. They wanted to make big bets on adjacent spaces. The startup
This is post/article-1 under the topic “Stakeholder Management” under the series “Growth to CPO” Gautam is elated as he has been nominated for promotion to Director of Products. He is very confident that his promotion would go through because he has achieved his goals for the year On the day of promotion
This is the first post under the topic ‘Stakeholder management in the Product Leadership series Monica joined Bling-bling as its first product manager. Bling-bling was a promising tech startup in the consumer product space. At the time of joining, she didn’t know that this was going to be a rocketship ride. In
Interview fatigue is real. Even a seasoned hiring manager gets a little discomposed when a calendar alert shows up with the subject “Interview with ….”. This is because interviews get repetitive after a point. Managers in high-growth companies easily do 100+ interviews in a year. Interviews become mechanical, more of a ritual.
Vivek, the interviewer walked out of the interview room with high shoulders and veiled pride. He stared at the recruiter who was anxiously hoping that at least this candidate would be OKed by the interview panel. Vivek said – ‘Not good’ and walked away. A couple of weeks later, he met a
In the last few years, employers engage prospective employees during the timeframe between offer acceptance and joining. The engagement happens in the form of – 1. Sending flowers, chocolates, and gifts to candidates along with a lovely welcome letter 2. Invite the candidate for team dinner/lunch to get to know their colleagues
Dhruv, the VP of products was reviewing hiring funnel data. One glaring point he noticed was – two of the panelists were saying ‘yes’ to all the candidates they interviewed. This doesn’t make sense. He started creating a mental model of interview decisions and this is what he got to – Nailing
