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Activity
4K followers
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Sneha Keshwani shared thisSo excited to see a newsletter by Melinda Gates on LinkedIn!We work on global health—during epidemics and alwaysWe work on global health—during epidemics and always
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Sneha Keshwani shared thisTop Companies 2019: Where the U.S. wants to work nowTop Companies 2019: Where the U.S. wants to work now
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Sneha Keshwani shared this
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Sneha Keshwani shared thisSneha Keshwani shared thiswww.mastclimbers.net #callme #hunter #NYCConstruction
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Sneha Keshwani reacted on thisSneha Keshwani reacted on thisI’m taking a new role today as chief product officer of the LinkedIn ecosystem, working on what I think is the biggest problem in the world right now. Here’s part of the note I sent our product team today… now excited to start building ----- I believe the most important problem in the world right now is what happens to work as AI advances: How do humans find their path, earn a living and feel like they’re progressing when the world is changing so quickly? LinkedIn has never shied away from taking on the hard problem of helping people and companies manage through challenging times. We are the world's economic graph. We are where doors open, opportunities are found, and real lessons are learned. Personally, during my hardest work moments, LinkedIn has been the place where I've found the friends and strangers willing to help with a kindness and decency that is rare on the internet. Now it’s time for us to rise to this new moment. Members are going to tell their stories, use their networks, and search the graph differently as work evolves. They’re going to put new value on the importance of interacting with real people and getting authentic information. They’re going to develop new skills & build new businesses in new ways. And they’re going to work on new tasks, in new jobs, that are hired for in new ways. In short: we're going to be busy. But I can think of no better way to spend my time than ensuring every single member of the workforce has help for what’s ahead. Hopefully you agree - as we need to do this together.
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Sneha Keshwani liked thisSneha Keshwani liked thisMy team is hiring! If you’re interested in M&A work in the music space and working with a sharp team at a fast-growing company, send me a DM!
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Sneha Keshwani liked thisSneha Keshwani liked thisI'm returning to Anthropic after an amazing maternity leave and more excited than ever about the growth of Claude. My top priority is hiring Product Data Scientists to scale the impact of our data team as the company grows. Please reach out if you think you could be a good fit - we are looking for senior Product DS across Consumer, Enterprise and Platform teams. https://lnkd.in/gZPvZ6kt
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Sneha Keshwani liked thisSneha Keshwani liked this6 AI agents are working for me right now. In parallel. Like 6 direct reports — but faster, more patient, and available at 7:15 pm on a Thursday. That screenshot is my monitor tonight. Six Claude Code windows running simultaneously — reformatting a 30-page document, deploying a "kiddo points" web app for my kids, analyzing my health data, crunching LinkedIn analytics, cataloguing every film I've watched, and researching a VC firm's team. To bring the last one to life, in <60 minutes of clock time and <10 minutes of my actual supervisory time, Claude Code helped me to do some in-depth research on the 60+ person investing team at Bessemer Venture Partners: First, it pulled all the bios (easy for humans, but would take >60 minutes of mindless copy-and-pasting) Then, it created the So Whats of their team composition across educational backgrounds, prior employers, and uncovering Quirks and Hidden Patterns: https://lnkd.in/dJjqKqQh I’ll bet even folks who work at BVP - hello, Shannon Brayton, Lauri J. Moore, Steve Kraus, Kent Bennett, and more - will learn new nuggets from the Quirks section at the bottom of the Notion doc (BTW, the Claude Code-Notion integration is incredible) This "So Whats" analysis would have taken me 5+ hours to replicate, and, realistically, the quality of my work would have been far lower, and I would never have invested the time to begin with. And that was the output from just one of six windows running at the same time. 6 agents in parallel probably sounds crazy to many of you. But with the current pace of AI innovation from Claude Code/Cowork and others, I'm confident it'll be commonplace for everyone reading this by June. And 6 parallel windows will soon become 60. And then 600... The bottleneck isn’t technical skills anymore. It’s the ability to generate ideas worth building and to use ever-improving AI tools. If you're reading everything about Claude Code — as of today, with Opus 4.6 now available! — but not yet using it, you're missing out on the single most powerful product ever built. I've never entered a Computer Science building and can't write a line of code on my own. Now I ship new analysis and new products every single day, with zero other humans involved. #JFDI
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Sneha Keshwani reacted on thisSneha Keshwani reacted on thisTiger Sisters hit 100,000 subscribers on YouTube. This is a meaningful milestone for us because subscribing is such a powerful indicator for building a community. It means people WANT to be notified and WANT to stay in the conversation. As someone who was literally the Product Manager for Notifications at LinkedIn, I can say that’s a high bar to clear. Jean Luo and I started Tiger Sisters in 2024 with a clear intention: we’d spent years inside systems and institutions where information was often gatekept. We wanted to open those doors. But the show and conversation has grown beyond our own backgrounds or credentials. We’re talking honestly about money, power, work, relationships, and culture in a way that isn't being done elsewhere. Seeing 100,000+ people choose to subscribe tells us this is working and that we're curators of conversations that matter. Side note: how lucky am I that I get to work every day with my sister/co-founder/co-host doing the thing I love? What a blessing!! Thank you for being here and growing this with us. #podcast #podcasters #startup
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Sneha Keshwani reacted on thisSneha Keshwani reacted on thisYC is a strong proponent of having a co-founder - for productivity, resilience, and emotional support. For Zalos (YC F25), I’m lucky to have Hung for all of that. But I also want to recognize my co-founder in life: Lulu. While I was in San Francisco for Y Combinator, my wife Lulu was back in London with our one-year-old - and continuing to push forward in her private equity role, which she cares deeply about. I’ve always known her to be optimistic, adaptable, and graceful under pressure. But seeing her during that stretch gave me a whole new level of admiration. What stood out most wasn’t only how much she managed, but how present she was. Rather than focusing on my absence, she redirected her energy into growth - more playdates & creative activities with our son, alongside more responsibilities, meeting more exec teams, and more travel at work. When I asked her how she made it all work, she said she trained her brain to see work as “rest” from childcare, and quality time with our son as “fuel” for the next day of work. That mindset has stayed with me and continues to inspire me on my own founder journey. Grateful for my loudest supporter, sharpest challenger, and calmest voice. ❤️
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Sneha Keshwani reacted on thisSneha Keshwani reacted on thisAt Kale, we're celebrating six new verticals as we close out the year! ⚡ ⚡ ⚡ It’s amazing to see how different verticals invest in their communities, each in their own distinct ways. Regardless of category, these brands prove that when you invest in your community, the impact travels far beyond a single campaign. 🚗 Ride-sharing: Lyft 🛒 Grocery: ALDI USA 💇 Hair Salon: Supercuts 🛍️ Delivery: DoorDash, Instacart ⛽ Gas Station: Love's Travel Stops 🏋️♀️ Gym: Planet Fitness
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Sneha Keshwani reacted on thisSneha Keshwani reacted on thisWe brought the team together from USA, India in Sri Lanka 🇱🇰 for an offsite - to reconnect, look back, learn a few hard lessons and share stories that usually get lost in the day-to-day. It was a moment to celebrate the consistent hard work this team puts in, week after week. The grit, ownership and care don’t always show up in a single milestone - but they compound. Shoutout to Bo Peng , Ida Dsilva and team for flawless execution - flights, logistics, and taking care of 140+ people without a hitch. Not easy, and incredibly well done. Now it’s back to shipping. High energy, high velocity, heads down and fully focused on serving our clients better every single day. Grateful for this team and the momentum we are building together.
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Honors & Awards
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1st Place: Computer Science Senior Design
University of Pennsylvania
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KPCB Engineering Fellow
KPCB
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Dean's List
University of Pennsylvania
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3rd Place: Deloitte Consulting Case Competition
Deloitte
Languages
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Hindi
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French
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Recommendations received
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LinkedIn User
“I was lucky to have Sneha as my manager on the Growth Product team at Noom. It's rare to come across a leader who not only excels in their role but also elevates those around them to the extent that she does. Sneha's adept alignment of strategy, vision, and organizational goals drove our team to achieve ambitious milestones. And all the while, she led with so much positivity, empathy and a deep genuine care, which produced an environment of trust and a high-functioning team that was able to cover a lot of ground - and felt inspired and empowered to do so! She helped me create opportunities to expand my skills, consistently provided valuable feedback and always made time to offer support and advice. I would have loved to continue working with her and learning from her. Sneha’s impact is lasting, and any company that has her as a product leader will be so very lucky!”
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Samraaj Singh Bath
ion design (YC W24) • 10K followers
for the past year, I have seen too many startups falling into the trap of "shipping the AI PRD." let me explain: a PRD (product requirement document) is what a PM writes to communicate their vision to engineering and design teams. there are startups building AI that helps PMs chat and generate a PRD faster. here's the problem: that's a transient bottleneck. because tools like Lovable are skipping the PRD entirely. you don't need a document when you can show and communicate way better. when you're building with AI, you have to avoid building the "AI version of the old process." you have to ask: how do i circumvent this entire process and rip it apart at its seams? that's the long-lasting strong company. examples of AI PRDs to avoid: - AI that makes meetings more efficient (vs removing meetings) - AI that speeds up handoffs (vs removing handoffs) - AI that writes better docs (vs removing docs) the question isn't "how do we make the old way faster?" the question is "what becomes possible when we remove the constraint entirely?" that's how you find the real opportunity.
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Vidhya Bhat
Snowflake • 2K followers
I've been lucky to advise startups and mentor PMs on AI strategy and product careers over the past few years - it's one of the most rewarding things I do. As these conversations have grown, I'm adding a bit more structure so I can keep showing up well for everyone. Going forward, please use https://lnkd.in/gYX5dVe7 to book time directly. If you're a founder building in AI, a PM navigating your next career move, or just thinking through AI in enterprise, I'd love to chat! Looking forward to more of these conversations, not fewer. :)
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Trevor Calabro
Ascensus • 3K followers
New Article: 7 Patterns That Derail Product Teams This week’s post is for PMs, engineering, stakeholders, and even aesthetic-only UXers who have ever wondered why a pro UXer “pushes back” in meetings. I break down 7 real-world patterns that cause miscommunication, and show how to get aligned on the goal, the constraints, and what counts as evidence so your team can move faster without solving the wrong problem. I hope some teams find this one helpful. https://lnkd.in/gwDHGHbV
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Gokul Rajaram
53K followers
Startup CEOs: With very few exceptions, the first PM you "hire" at your company should be an engineer or designer who's already on the team. I wrote the article below a decade ago, and this is 10x more true today than it was then, due to the product, design and engineering roles increasingly converging. Article: https://lnkd.in/gXYN5ETj
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9 Comments -
Wes Boggess
PAR Technology • 1K followers
The PM's job is now to identify the handful of true non-negotiables and let the rest go. That's the argument Cat Wu, Head of Product for Claude Code at Anthropic, made on Lenny's Podcast. At Anthropic, roles are blending together — designers ship code, engineers make product decisions, PMs build prototypes and evals. She named product consistency as the main tradeoff. This is compelling, and probably true for their context. It's also the kind of argument that's easy for executive leaders to hear and walk away with the wrong takeaway: that blurring roles is the path to velocity for any team. Anthropic is an AI-native company with small, elite teams operating on a compressed feedback cycle where a wrong bet costs an afternoon. Their users have high tolerance for rough edges because they understand the product is moving fast. That context does not describe most product organizations. The product team I lead owns a restaurant back-office solution covering food cost, labor, inventory, and compliance across hundreds of brands and tens of thousands of locations. Product consistency is key in this space and is a meaningful tradeoff when roles blur. Cat's not wrong. But it's not the most important thing that breaks. The bigger risk is the accumulated user context that doesn't live in a codebase and can't be reverse-engineered from usage data. A developer with strong product instincts still doesn't know that operators count inventory at 6am in a freezer with no internet access, that shift managers have about three minutes between rushes to look at anything, or that a UI change affecting scheduling can ripple across an entire brand's labor cost model. Someone has to own that context, because without a dedicated discipline, it's the first thing to go when the pace picks up. The "let the rest go" sentiment also assumes the cost of getting it wrong is a quick rollback. At enterprise scale, a rushed release touching payroll or inventory means operators discovering errors after a pay cycle has run, or making decisions on an incorrect cost of goods. Speed still matters. But in this domain, a wrong bet doesn't cost an afternoon. Cat's world moves at a pace few product organizations can match, and the model they've built is impressive. The danger is when that becomes the template. Anthropic's Claude Code team is a specific context: AI-native, small team, building for developers. Assuming that model transfers to enterprise B2B, regulated industries, or any domain where operational context is load-bearing is how teams end up shipping more and solving less. There's a lot worth learning from Anthropic, but it matters whether your product, your users, and your context are anything like theirs. Lenny Rachitsky Catherine Wu https://lnkd.in/eGhDk8nY
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Pooja Gupta
Aurva • 4K followers
Shipping the right feature at the wrong time.... is still the wrong feature. Early in my PM journey, I thought a “great product” meant shipping the right feature with great UX & engineering. But users don’t reward perfection. They reward urgency. If they’re not already duct-taping a fix with spreadsheets, Slack threads, or hacks; then it’s probably not hurting enough yet. Now my rule is simple: Don’t just solve what’s right. Solve what’s right now. Prioritize the pain that's already real. Everything else can wait. Curious if you have experienced this?
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Avani Shitole
Deutsche Telekom • 5K followers
If you know the solution before you define the problem, you aren't writing a PRD. You're writing a story. So I built my personal PRD Copilot - https://lnkd.in/g9ACK9Ax It’s not just a template filler. It acts as both a critic for your drafts and a brainstorming partner that forces you to think problem-first and build from scratch. It works in 3 modes - 1. 𝗕𝘂𝗶𝗹𝗱 𝗳𝗿𝗼𝗺 𝘀𝗰𝗿𝗮𝘁𝗰𝗵: Start with a raw idea. It asks the clarifying questions you 𝘴𝘩𝘰𝘶𝘭𝘥 be asking yourself, nudging you to validate the "why" before the "what." 2. 𝗦𝘁𝗿𝗲𝘀𝘀-𝘁𝗲𝘀𝘁 𝗲𝘅𝗶𝘀𝘁𝗶𝗻𝗴 𝗱𝗼𝗰𝘀: Drop in a half-baked doc, brain dump, or "final" PRD. It critiques it through multiple lenses: Is the problem actually clear? Would engineering & design buy into this? Are you solving a user need, or just shipping activity? 3. 𝗣𝗿𝗼𝗯𝗹𝗲𝗺-𝗦𝘁𝗮𝘁𝗲𝗺𝗲𝗻𝘁 𝗠𝗼𝗱𝗲: Throw in a vague, uncomfortable problem. It helps you shape a feature idea grounded in that problem - stripping away your solution bias. Why I built this 👇 Because I wanted someone who would pressure-test my thinking and help me drive clarity - ensuring my features don't fail in execution. If you’re a PM who wants lesser fluff and more conviction in your PRDs - give it a try. #CustomGPT #PRDMaker #PRDCopilot #productdoc #PM
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Maneesh Jella
Senya Solutions • 4K followers
Week 1 of the Product Management Fellowship forced me to slow down. Most of my work so far has been in early-stage startups with no standard Product Management processes, with urgency, ambiguity, and figuring things out as we went. That environment pushed execution. It didn’t leave much room to think before building. Going back to basics of product thinking, CVP, and user journeys helped me recognize patterns I’ve already lived through, but never paused to name. Two ideas stayed with me: 1. Product thinking is about restraint In early-stage startups, the default question is usually, “Can we build this?” week-1 reinforced why it’s more useful to ask: • What were users doing before this existed? • What pain points were they already tolerating? • What new problems could this create after launch? Most of the rework I’ve seen didn’t come from poor execution. It came from skipping these questions. 2. Second-order effects matter more than the first fix The "WhatsApp message delete" trace example shows how even small features need to account for trust, context, and downstream behavior, not just the immediate use case. Looking back, stronger fundamental thinking would have saved time, rework, and confusion in several projects I’ve worked on. That’s the gap I’m working on now, bringing more structure into how I think before committing to solutions. For those who’ve moved from chaotic startup environments into more structured product orgs which fundamentals helped you reduce rework the most ? Thanks to Akhil Yash Tiwari and the Product Space for these insightful sessions.
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John Cutler
Dotwork • 133K followers
If you're in product ops you'll immediately recognize this dilemma. A massive copy-paste challenge to maintain a commercialization/marketing view of the world...and a product view of the world. Made 300% harder because someone wants a "simple calendar" of launches. The reality is: 1. Initiatives have a M:1 relationship with Launches 2. Different launch tiers have different launch milestones 3. Calendars must include milestones, launch, and initiatives 4. Initiatives can have multiple releases 5. ...but not all releases are launch related 6. Oh, there are massive internal "launches" that marketing doesn't care about And this is why spreadsheets prevail. God-awful spreadsheets with: 1. Dozens of fields (like 6 dates for milestones) 2. Random manual fields to list multiple initiatives 3. Terrible VLOOKUP date madness 4. Product themes that are distinct from anything product uses A classic example of how there is a "right" model, but the UX complexity kills everyone, so they opt for something crappy. (PS: I love these problems. Hit me up if this resonates)
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8 Comments -
Owen Jennings
OneTrust • 3K followers
Excited about today's PM Brief as it highlights why I’m really enjoying this project... 1️⃣ Teresa Torres wrote a fantastic summary of how LLMs work. If you’ve been curious but a little intimidated, it’s worth slowing down and really digesting it. 2️⃣ I pulled an insight from her piece and framed it around something directly actionable: how PMs should technically understand their own products. This is exactly the kind of benefit I want The PM Brief to deliver. Hope it resonates with you as well! Links in the comments... #ProductManagement
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3 Comments -
Aswin Bakshi
1K followers
In my early Product Management journey, I once thought success hinged on crafting standout features. Over time, I've realized it's more about enabling exceptional outcomes, even when not directly involved in every task. My growth trajectory includes: - Transitioning from "What should we build?" to "What issue are we addressing?" - Shifting from solo work to empowering my team's abilities - Moving from rigid roadmaps to focusing on concrete results Product Management goes beyond execution; it's about orchestration. True triumph arises when your team excels autonomously, free from constant supervision. What pivotal mindset shifts have shaped your Product Management voyage
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Sunny Soni, MBA, CSPO
William & Mary • 5K followers
🧩 Week - 6: From Build Completion to Strategic Realignment Last week marked a shift, from Phase 1 execution to planning what comes next, with tighter alignment and sharper structure. 🧠 Presented our MVP (Cavo) alongside team leads to the founder, walking through the product’s core system flow, design intent, and key differentiators 📅 With Phase 1 complete, I reworked the Product Roadmap to reflect delivery realities and rollout logic → The updated version is now prepped to release next week, with execution tied to five clearly structured phases 🔗 Scoped and mapped task dependencies across frontend, API, model, and prompt teams; setting up parallel execution without bottlenecks 👥 Finalized team structure: → Assigned pod leads, clarified reporting lines, and locked ownership flows → Made sure every pod knows who approves, who executes, and who escalates 🚀 Helped new PMs get started by walking them through the system, team workflows, and live pods 🧱 Stepped in to unblock backend and model teams by clarifying data flows and logic expectations tied to our architecture 📊 Team outcome: • Phase 1 closed cleanly • Roadmap now phase-aligned with real delivery flow • Ownership structure live • Onboarding friction nearly eliminated ⚡ What teams usually underestimate at this stage: 📉 61% of roadmap failures happen after Phase 1, due to lack of structural recalibration 🧭 57% of new contributors lose 3��5 days without onboarding systems 🧩 Execution clarity ≠ velocity — it creates velocity (Source: Notion, ProductPlan, First Round Review) We’re not moving into Phase 2 with momentum. We’re moving in with precision. #ProductManagement #AIProductManagement #OpenforFTRoles2026 #ExecutionClarity #InternshipExperience #RoadmapDesign #TeamAlignment #CrossFunctionalWork #ZeroBudgetExecution #StartupPM #BuildWithIntent #RecruiterReady
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Arseny Krupnik
DataStealth.io • 2K followers
🚀 The 5-Hour PRD: Streamlining Product Requirements in the Age of AI Fellow PMs: how long does it take you to move from a fuzzy idea to a validated PRD and wireframes? I recently tested an AI-driven product workflow that did it in just 5 hours - and the results were eye-opening. Here’s how it went 👇 🧩 My AI-Powered Product Workflow (End-to-End in 5 Hours) 1️⃣ Define the Audience & Problem I have defined detailed personas for my Notion AI Agent: David (CISO), Rachel (Security Engineer) and James (Risk Manager). Then I asked Notion AI to analyze our current reports (all the knowledge is in Notion), identify the key data gaps, and outline the specific questions each persona would ask. After a few iterations and scoping, I had a clear, persona-driven problem statement and out of scope. 2️⃣ Move from Text to Visuals Next, I switched to Google Stitch [https://lnkd.in/d7cmSc7c], gave it the problem statement as a prompt and included a couple of screenshots from our Figma design library for inspiration. With a few structured prompts, I generated three high fidelity wireframes: dashboard overview, stats view, and object-level drill-down. 3️⃣ Validate with AI I dropped those wireframes back into Notion and asked AI: “Do these visuals answer the personas’ questions?” It gave a detailed, point-by-point validation: and the alignment was spot on. 4️⃣ Finalize the PRD With validation complete, I asked the agent to write the high-level solution and detailed user stories describing interactions (think: “click this, then that happens”). All in: five hours, start to finish. ⚙️ The Bottleneck This speed is incredible: I could almost hand the PRD and wireframes to an AI dev tool like Claude Code/Codex and say “build it.” But here’s the problem: engineering velocity hasn’t caught up. If PMs can deliver fully fleshed PRDs in hours, yet development still takes weeks, the bottleneck has shifted. 🤔 The Question for PMs When product can move this fast, how do we enable engineering to keep up: leveraging AI, automation, and smarter workflows to match product’s new pace? Would love to hear how other PMs are tackling this balance between AI-accelerated product design and AI-assisted engineering execution.
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Kevin Showkat
Reference Foundry… • 2K followers
I just went through the hardest interview process of my career while interviewing for the Director of Product role here at Subject. It’s a funny thing to interview for a new role at a company you already work at, especially when you’re being evaluated by a team that already knows exactly what you’re capable of and where you fall short. Most interviews let you present a polished version of yourself. You can highlight your strengths, downplay your weaknesses, and control the narrative. But that’s not the case when you're interviewing with colleagues who’ve worked alongside you for months. They knew my blind spots and had seen me struggle with certain problems. Naturally, they were curious about the areas where they’d seen me grow and struggle, because they genuinely wanted to understand how I’d approach leadership with that experience. I spent sleepless nights the week before, preparing insights that would surprise people. I created a one-page data sheet showing four key metrics I thought the company should focus on. The intensity of internal interviews was unlike anything I’d experienced, but it was also the most rewarding, because the feedback came from people who genuinely cared about the company’s success and my growth.
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Vishal Arora
Expedia Group • 9K followers
The hardest job in product isn’t shipping features. It’s building trust. Trust with engineers that you won’t waste their time. Trust with designers that their work won’t be watered down. Trust with leadership that you’ll deliver outcomes. Trust is the invisible currency that makes teams move. How do you build trust in your team? Connect with me for career advice, product management, or resume review: https://lnkd.in/g6_HbgqA
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Gabriel Reis
Parloa • 2K followers
Scaling doesn’t reveal how mature a product is. It usually reveals how much velocity was required to compensate for misalignment. There’s plenty of good advice about moving beyond feature delivery, being more intentional, clearer about outcomes, and more deliberate about how product work is framed. I see these as directionally right, but incomplete. In earlier product environments, progress often meant moving fast in the direction of whoever had the strongest pull. Work started quickly, and value was often obvious enough to justify after shipping. At larger scale, that stops working. Not because teams lose judgment, but because when many capable teams move in parallel, misplaced effort compounds fast, and the cost of being wrong becomes explicit. What changes most isn’t problem complexity, it’s that the value must be articulated before execution, not discovered through it. At a certain point, even expert intuition ceases to function as a coordination mechanism. Not because expertise disappears, but because intuition doesn’t scale across dozens of decision surfaces. That’s where maturity truly becomes evident. In more developed product environments, alignment isn’t seen as overhead: it’s regarded as essential product work, encompassing framing, shared language, explicit trade-offs, and clarity on what not to do. A somewhat unsettling conclusion I keep returning to: velocity looks like progress... until the product has enough blast radius for misalignment to matter. Photo by Ahmad Odeh on Unsplash.
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Peter Yang
Roblox • 154K followers
My next guest, Eno (co-founder of Factory), built this insane product management AI skill that blew my mind. It includes: → Product principles and positioning → What an 11-star experience looks like → PRD templates and review rubrics → Prioritization frameworks ...and more It's 700+ words and I'll admit it made me a little worried about my profession 😅 Watch the full interview now: https://lnkd.in/gapCAhf4
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Anna Oh
Norbert Health • 2K followers
A lot of healthcare leaders are reacting strongly to ChatGPT Health right now. I agree those questions matter. I want to add a perspective shaped less by policy debates and more by years spent building health tracking and AI coaching systems and working directly with users. I’ve led product experiences for personal health data integration in telehealth and later led nutrition and AI coaching in metabolic health. That work turned me into a heavy user of health trackers myself — Fitbit, OURA, Whoop, Apple Watch, Amazon Halo, multiple CGM apps. And recently, I started canceling subscriptions one by one, not because the data was wrong, but because the experience stopped evolving. I already knew my sleep was bad. I already knew when recovery was off. The “personalized” insights became predictable. Industry research consistently shows this pattern. Roughly a third of wearable users disengage within the first six months, and about half disengage within a year. Early on, tracking works. Backward reflection is motivating. Seeing what happened yesterday makes you want to do better next week. Confetti for good sleep. Starting the morning with a green recovery signal. Encouraging nudges everywhere. It works at first. Over time, users want something different. What I kept hearing from users was this: “I don’t want to scroll from one data chart to the other to connect the dots.” “I want to understand how my running routine impacted my blood sugar.” “I don’t need ‘you did a great job.’ I need personalized coaching that reflects my situation.” Sleep, activity, blood sugar, medication, nutrition, stress, recovery, trends over time — the data exists. What doesn’t keep up is interpretation. That’s why I’m interested in how ChatGPT might shift health tracking from reading metrics to interpreting. For prevention and long-term behavior change, this matters. Sustained improvement doesn’t come from static insights or generic encouragement. It comes from helping people make sense of their health over time, with interpretation that grows as they do. Maybe the future of health tracking isn’t more metrics, but better conversations with them.
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