“Better Products Faster,” has always been my mission. Coupled with strategic implementation of the lean start-up method, this mission has led to major valuation increases for a quickly growing list of more than 30 technology companies. My strategies are becoming the standard for how technology companies scale while continuing to deliver products that impact the lives of their customers. I began my career in R&D and now lead teams in more than seven countries for clients that ship products for tens of millions of customers. Some of my career highlights include: building products with more than 600 billion monthly page views, building hardware and the operating system for an augmented reality device, assisting Lynda.com in their $1.5B sale to LinkedIn, advising The Walt Disney Company on Disney+, founding two companies, and serving as an advisor and executive for three unicorns.
Product Management and Engineering are most commonly seen as two separate groups with separate and inward-facing measures of effectiveness. When the effectiveness of these teams are not evaluated together, the two groups are typically driven out of alignment with each other and worse, with the rest of the company. Although not commonly practiced, there are better measures of effectiveness that will not only align Product Management with Engineering and align both groups with the rest of the company, but will also aid in alignment among executives and recruiting.
In this talk, we discuss common evaluation metrics of Product Management and of Engineering, why they fail, and propose a better structure that aligns their goals and unites them, as opposed to setting them at odds with each other.