Apoorva Rastogi

To land Director to CPO jobs, Product Leaders must leverage Executive Search firms. They hold the keys to the hidden job market. Here is a lay of the land. Aakash Gupta and I wrote in depth about this in the Product Leadership Job Search and I followed up recently with the Tech Exec's Job Search Playbook. I recommend both reads. Comment if you want contacts or my thoughts on working with them as a candidate or hiring manager

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Successful product management relies heavily on cross-functional team collaboration. As product leaders, we are at the nexus of engineering, design, sales, and marketing, aligning product goals, timelines, and stakeholder expectations. Seamless communication and workflow are the backbones of keeping projects on track. Navigating these diverse relationships is not just about scheduling meetings or ticking off checklists; it's about understanding each department's unique challenges and preemptively addressing them to avoid delays. Let's discuss strategies for effective cross-functional collaboration and how to foster an environment where innovation thrives 🧠. Read more on this topic at ProductPlan - https://buff.ly/4dcxDZ5

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Automatic product market fit: A digital safety app for teens that does't require hours of setup and ripping up system settings. Because my command line skills are a bit rusty. #digitalsafety #teensafety #digitalproducts

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Navigating the complex world of product development can be daunting. 🎯 In my new podcast episode, I share a structured, step-by-step plan to streamline your process and ensure you're ready for every phase. Discover how you can confidently manage ideation, development, and launch. Perfect for product managers and entrepreneurs alike! Tune in today to transform your product vision into reality. https://lnkd.in/eJB9vQBy

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Shobhit Chugh, a career coach for product managers, once wrote a great article about what he identified as the one amazing thing that product managers do. He started by asking readers what they thought the “amazing thing” might be. To keep them in suspense, he gave them some options, such as inspiring their teams, influencing others, and managing stakeholders. Then he said what I have always believed and always will: “It’s asking the question just right for the problem they are solving.” You have to work hard to get to that point, though. It doesn’t come naturally. As I've grown in my career, I've realized the power of curiosity and humility. When interviewing, I dig into real problems and team experiences. Rather than showcasing knowledge, a lot can be gained from uncovering underlying needs and problems. This approach fosters better solutions and stronger teams.

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The Mental Readiness Required for Leading Change In the realm of creating and developing innovative products, one factor often overshadows the rest: the mental readiness and agility to embrace and drive innovation. 💡🧠 As a seasoned professional in product development, I've observed a notable trend, particularly in medium to large corporations. Many top executives hold the power and resources to foster groundbreaking changes. Yet, there's an underlying challenge - a reluctance to steer their ships into uncharted waters of innovation. This hesitation, more often than not, stems from a fear of disrupting the status quo. 🚢⚓ Innovation, however, demands more than just resources; it requires a mindset that is open, adaptive, and ready to take calculated risks. It's about creating a culture where new ideas are not just welcomed but are actively sought. 🌟 Here are a few thoughts on cultivating this mindset: 1. Encourage a Culture of Curiosity: Innovation starts with asking 'What if?' and 'Why not?' 🤔 2. Foster Psychological Safety: Teams should feel safe to voice novel ideas without fearing negative repercussions. 🗣️🛡️ 3. Embrace Failure as a Stepping Stone: Not every innovative attempt will succeed, but each will provide invaluable lessons. 📈 4. Lead by Example: When leaders are open to change and demonstrate their willingness to innovate, it cascades down through the company. 👥 5. Continual Learning: Staying abreast of industry trends and emerging technologies keeps the innovative spirit alive. 📚 Innovation is not just about having the resources or the technical know-how; it's fundamentally about having the courage to let go of the familiar and step into the new. As leaders and innovators, our readiness to mentally embrace this journey is what will ultimately define our success. #InnovationLeadership #ProductDevelopment #CorporateCulture #ChangeManagement #NexusBlueprint

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Hold your solutions back. Jumping in with answers stifles creativity. Product designers thrive on tackling problems from fresh perspectives. Sharing your solution too soon anchors their thinking, narrowing their exploration. Give them space to wrestle with the challenge, experiment and uncover angles you might not have considered. Their approach could lead to something better—or reveal nuances that refine your idea. Collaboration works best when it starts with independence.

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“If you are not embarrassed by the first version of your product, you’ve launched too late." - Reid Hoffman This quote resonates deeply with me. The journey of product development is all about iteration, learning, and improving. Take Facebook, for instance. Its initial version was far from the robust platform we see today. Don't wait for perfection—embrace the #MVP approach, gather feedback, and evolve. Early feedback is invaluable, and the real growth happens when you iterate based on real user insights. #Productmanagement #Innovation #Leanstartup  

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🌟 What NOT to Do as a Product Manager 🌟 Being a Product Manager #PM is an exhilarating and challenging role. However, there are several common pitfalls that can derail even the best-intentioned PMs. Here’s a deep dive into what NOT to do as a PM: 1. Focus Solely on New Features 🌟 While innovation is exciting, it’s essential not to neglect the maintenance of existing features. Regularly review and optimize current functionalities, fix bugs, and ensure that the user experience remains smooth and enjoyable. A balanced approach between adding new features and maintaining existing ones ensures long-term product health. 2. Lack Clear Communication 🗣️ Effective communication is the backbone of successful product management. Miscommunication can lead to misunderstandings, missed deadlines, and misaligned goals. Regular updates, clear documentation, and open dialogue are essential. Ensure that all stakeholders, from developers to executives, are on the same page. 3. Avoid Difficult Conversations 🛑 Conflicts and challenges are inevitable. Avoiding difficult conversations can lead to unresolved issues that fester and grow. Approach these conversations with empathy and a problem-solving mindset. Addressing issues promptly and constructively can prevent them from escalating and foster a culture of openness and trust. 4. Forget the Big Picture 🌍 It’s easy to get bogged down in the details of day-to-day tasks, but always keep the broader vision in mind. Ensure that your product strategy aligns with your company’s long-term goals and mission. Regularly remind your team of this vision to keep everyone motivated and aligned. 5. Ignore Tailwinds and Headwinds 🌬️ Tailwinds are favorable conditions that can accelerate your product’s success, such as emerging market trends, technological advancements, or positive shifts in customer behavior. Recognize and leverage these to gain momentum. On the other hand, headwinds are challenges or obstacles that can hinder progress, such as economic downturns, increased competition, or regulatory changes. Acknowledge these early and develop strategies to navigate them. Being aware of and responsive to these external factors can significantly influence your product’s trajectory. Avoiding these pitfalls can significantly enhance your effectiveness and success as a PM. What other mistakes should PMs avoid? Share your thoughts below! 💬 #ProductManagement #PM #Leadership #ProductDevelopment #Tech #remotework

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The grim realities of a PMM. Courtesy of Aatir Abdul Rauf 🙌 __ We can talk all day about how a product marketer SHOULD function. In some utopian world where PMMs deeply understand every new technical feature and cheeseburgers don’t make you fat. But the reality will be staggeringly different. It is those individuals that embrace the adversity of 👉 Being out of the loop of major decisions 👉 Customer research cuts 👉 Volatile product/feature launches That really move the needle. ___ Any other expectations vs reality that come to mind in the life of a product marketer?

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Navigating the complex landscape of product development requires a strategic approach. That's where SWOT analysis comes into play. SWOT, an acronym for Strengths, Weaknesses, Opportunities, and Threats, is a valuable tool for evaluating a product's current state and identifying potential growth areas. Here’s how it helps: ---> Strengths: Identify what makes your product stand out and leverage it to stay ahead. ---> Weaknesses: Pinpoint areas for improvement and prioritize fixes. ---> Opportunities: Spot market trends and unmet user needs to fuel growth. ---> Threats: Recognize external risks like competitors or market changes and stay prepared. Incorporating SWOT can guide product strategies and lead to smarter, more proactive decision-making. #productmanagement #swotanalysis #strategy #growth

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Most product managers think "searching for jobs" means one thing, while it means something completely different. If I asked you to sit down and start applying for jobs, what would be the first thing you’d do? If you’re like most people, you’d probably start by searching LinkedIn with some filters, writing a cover letter, customizing your resume, and then hitting submit. But here’s the hard truth: when you’re applying for jobs on platforms like LinkedIn or Indeed, the odds are stacked against you. You’re competing with 1,000 to 2,000 other applicants, and maybe 10-20 of them are truly qualified for the job. By the time your application reaches the recruiter or hiring manager, it’s just another “me too” submission. Their eyes glaze over. They hate this activity. Why? Because it’s repetitive. It doesn’t stand out. So how do you make your application *powerful*? Think of the last video you watched or ad you clicked on. What grabbed your attention? What made you stay or click? It comes down to two things: 1. **Intentional Intrigue** – something unique that grabs attention right away. 2. **Problem-Solution Match** – a clear, compelling reason to engage further. When it comes to applying for jobs, you need to see it through these lenses. The human brain is a pattern recognition machine. It’s wired to notice what’s different, what interrupts the usual flow. If your application looks like everyone else’s, it blends in. But if it’s unique, it disrupts the pattern—it stands out. Learn from the world of marketing and advertising. To truly stand out, your application needs to be both intriguing and aligned with what the employer is looking for. Break the pattern and show how you uniquely solve their problem. Remember, don’t just follow the crowd. Make sure your application doesn’t look like anyone else’s. That’s how you get noticed.

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Are your Product Managers talking about 𝐓𝐫𝐚𝐜𝐞𝐚𝐛𝐢𝐥𝐢𝐭𝐲? They should be. It's a simple concept: can you draw a direct link between your 𝘴𝘵𝘢𝘵𝘦𝘥 𝘳𝘦𝘲𝘶𝘪𝘳𝘦𝘮𝘦𝘯𝘵𝘴 and your 𝘱𝘳𝘰𝘷𝘦𝘯 𝘤𝘢𝘱𝘢𝘣𝘪𝘭𝘪𝘵𝘪𝘦𝘴? After all, your Product Managers should be curating the vision of the product to meet customer need. Traceability is internal accountability to that need. If you can't trace your product's capabilities to the customer's need, then why did you make it? Traceability comes in several forms. There's "did we build the 𝘵𝘩𝘪𝘯𝘨 𝘳𝘪𝘨𝘩𝘵?" which is answered through Verification testing - a role often covered by QA and Test Engineers. For Product Managers, there's the question of "did we build the 𝘳𝘪𝘨𝘩𝘵 𝘵𝘩𝘪𝘯𝘨?" which is answered through Validation testing. As owners of requirements and KPIs, your Product Managers should know exactly what "the right thing" looks like. There's an identified need, an intended environment, a qualified user, and a series of quantified performance indicators. "The right thing" satisfies them all - or at least those the stakeholders agreed to meet in the technology trade-off process. Validation testing should produce clear statements of product capability. What can the product do? How quickly? In what use cases? Is it repeatable? Is it intuitive? Traceability draws the link between those answers - the 𝘱𝘳𝘰𝘷𝘦𝘯 𝘤𝘢𝘱𝘢𝘣𝘪𝘭𝘪𝘵𝘪𝘦𝘴 - and what the customer asked for - the 𝘴𝘵𝘢𝘵𝘦𝘥 𝘳𝘦𝘲𝘶𝘪𝘳𝘦𝘮𝘦𝘯𝘵𝘴. If you can't trace your capabilities back to your requirements, then you owe your customers an explanation (and maybe your engineers an apology?) But traceability goes beyond just proving that your capabilities meet your needs. Sometimes the process identifies capabilities that don't trace back to a need. Does that mean you went "above and beyond"? Maybe. But it could also identify waste. Why is our product working twice as quickly as the customer expects? Are we worsening wear and shortening its lifespan for no reason? Did we create an engineering and support nightmare just to prove we could? Turning novel technology into a proven product is part of the joy of Product Management, but you need an 𝘪𝘥𝘦𝘯𝘵𝘪𝘧𝘪𝘦𝘥 𝘳𝘦𝘢𝘴𝘰𝘯 to create the product. And you need to be sure the product meets the requirements your customers expect. That's what traceability gets you. So - are your Product Managers talking about traceability? They should be.

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🚀 Product Launch Strategy: Tailoring Efforts to Maximize Impact 🚀 As a product marketer, one of the most critical aspects of our role is executing successful product launches. A well-crafted launch strategy isn't one-size-fits-all; it requires careful alignment with the product's goals and market objectives. I recently came across a fantastic framework from Gartner that breaks down product launch activities into tiers, each with specific goals and corresponding marketing efforts. Here’s a summary: 👉 Tier 1: New Offering Objective: Market Creation Activities: Comprehensive GTM efforts to introduce the new product, including robust awareness campaigns, targeted demand generation, and thorough sales enablement. Campaign Strategy: A dedicated campaign focused on building brand recognition and attracting early adopters. 👉 Tier 2: Add-On Objective: Expand Share of Wallet Activities: Integrate the add-on into existing marketing efforts and campaigns, aligning with current customer communications and organizing targeted events. Campaign Strategy: Seamlessly blend the add-on with ongoing marketing campaigns to enhance customer value. 👉 Tier 3: Version Release and Enhancements Objective: Market Expansion/Retention Activities: Highlight new features to the existing customer base through updated sales materials and targeted promotions. Campaign Strategy: Incorporate enhancements into current campaigns to encourage continued use and upgrades. 👉 Tier 4: Corrective or Compliance Objective: Retention Activities: Communicate necessary updates to the sales team and affected customers, focusing on maintaining satisfaction. Campaign Strategy: No large-scale campaign; prioritize clear communication and customer support. 🎯 The key takeaway is that the intensity and nature of your marketing efforts should be directly aligned with the type of product launch. Whether it's launching a brand-new product or rolling out a compliance update, tailoring your approach ensures you're effectively meeting your product and market goals. 💬 How do you approach product launches? I’d love to hear your thoughts and experiences in the comments! #ProductMarketing #GoToMarket #ProductLaunch #Strategy Product Marketing Alliance Mike Hamilton, J.D.

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Coining ‘enshittification’ is a good first step towards righting the ship. Now we can accurately describe the issue

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Right now, product leaders everywhere are planning next year's moonshot projects … that will be the first to get canned when budgets get tight. I know because I've been that product leader. Thankfully given what's happening with AI, the next Bell Labs won't need a cash cow. It'll need a distribution cow. I just published "The New Moonshots" on why bringing development costs down 100X means sustained innovation will come from lean teams with great distribution, not deep pockets. 1. Unlike cash, which gets spent, distribution compounds. Launch products → build distribution → launch more products. (Creators already get this—Mr Beast ships products faster than most Silicon Valley startups.) 2. Being cash-strapped might actually help. Google's endless resources often work against their ability to ship breakthrough products. 3. The "two pizza team" is becoming the "one pizza slice team." AI-augmented indiehackers are pushing the pace to insane levels, and you can bet companies are going to figure out how to get access to that speed. My suggestion to founders and companies is the same advice I’m giving myself. Just work backwards from the ability to ship new products 10X faster than you have been before. However you do it is fine, but the forcing function is what matters at the moment if you want to make sure to get into the right position as this huge wave crashes. https://lnkd.in/gbxW6sdr

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The perfect idea doesn't exist. No idea turns out exactly how you expect it to when it confronts reality. As Naval shares, quality products come out of confronting reality 100x by putting something in the hands of customers and continually tinkering with it. 📌 I shared 9 more tips to elevate product quality here: https://lnkd.in/gRzMGmNE

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Thanks for sharing Carlos Gonzalez de Villaumbrosia . Chatting with data feature in mixpanel can be very helpful

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