Jose Cabal-Ugaz

The biggest mindset shift most senior PMs / Designers / Eng Mgrs / TLs who are building customer-facing products in midsized & large companies must make: Your main job is to make your product win. While it may seem like this Job # 1 should be obvious to all, it really isn’t. Here are some other leading contenders for Job # 1: - Main job is to make my manager happy - Main job is to make execs happy - Main job is to keep stakeholders happy - Main job is to keep team members happy - Main job is to build excellent systems - Main job is to get promoted - Main job is to launch as promised - Main job is to create user delight - Main job is to create customer value (some people LOVE saying this one) Now, I understand that we live in the real world and that there are “good reasons” why the above contenders are at least worthy of consideration. But I am saying what I am saying precisely because we live in the real world and because I think you should do your best to improve your odds of *long-term career success*. You see, as a passionate & ambitious product person who builds the mindset of making your product win as your Job # 1, you will do things & learn things that most of your other peers are not doing & learning. And by doing that over the long arc of your career, you will position yourself to reach closer to whatever is your optimal success potential. This is clearly not the only possible path and it may not be the right path for some / many (no single path can be). But it is at least worth considering if it seems to feel right to you. Most people spend years / decades in mid-sized & large companies and yet are never even told that this is an option they should consider for their long-term career success. If that is you, I want you to view this post just as a possibly helpful pointer. If it doesn’t resonate, that’s totally fine. But if it does resonate, you might over the long-term see yourself becoming a more competent, a more effective, and possibly even a more happy product person.

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Product Leaders: Visibility is your responsibility. Don't just say, "Oh, that's all politics." If you don't take 100% ownership of communicating your achievements to your organization, your career suffers. But even more so, the company suffers because wrong decisions get made on who gets promoted and put in charge of important things. Do the work, and then take responsibility for communicating it.

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Companies ghosting you is not new. I hear from product managers that in this market, companies are becoming less applicant-friendly, to the extent that they regularly ghost candidates after interviews. I agree with that. But it's not a new behavior. It has increased temporarily because there is a supply-demand gap favoring a large supply of product managers and not enough jobs. But let's break it down: why does this behavior exist? It's not because companies are bad or recruiters are inherently evil. It's because 1) Their incentives are all towards getting the right person in fast and 2) People generally avoid unpleasant activities - like paying a bill or telling a candidate that they were rejected Here's what you can do as a candidate: 1. If you don't hear back, don't just assume you did not get the role. Recently, one of our clients did not hear back for two weeks and assuming he did not get the role at a significant Fintech company, only to get later informed that he was indeed moving to the final stage 2. Follow up many times over with the correct language 3. Always position yourself as the prize. Never appear desperate in your reachouts 4. Move past ghosting or rejections fast. In our program, we emphasize radical acceptance, which means that candidates should get out of this loop quickly. Remember, ghosting is not new; it's just become more common. But at the end of the day, you own the impact it has on your mental state. --- P.S., If this resonates with you, and you: - Are a product manager - You love to take action - You are committed to career growth But if you need help landing that ideal next role, DM me "dream role" and I will send you details. We only work with selected folks and have started to limit how many people we accept every month.

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My biggest fear as a product manager are Friday afternoon code deployments. 😄 Kidding (but really, please don’t). My actual biggest fear is that I’m not driving the value my teams and customers need from me. 🔗 As product managers, our job is to drive value for our product’s teams and customers. We aren’t necessarily the people who deliver the tangible results that our peers and customers see – a lot of what we do is traditionally “behind the scenes” work. It makes sense, product management is often seen as the bridge between business and technology, customers and solutions, etc. 💡 That’s where a lot of my fear comes from. I’ve felt it the first day I served as a product manager, I still feel it over a decade later even with a list of achievements saying otherwise. But fortunately, I’ve had the opportunity to work with coaches and mentors in the product space, each of which assure me that the feeling is normal. I recently had a conversation with a product manager from the MAANG space; several more years of experience than I and an even longer list of achievements. He, too, still holds a fear that he may not be driving value. But, he counters that fear with a few affirmations like these: “I am the reason my developers know what to build and why it matters.” “I am the reason my marketing and sales teams know who the product is for and how to engage them.” “I am the reason my product is solving a problem that people in my space want to solve in the first place.” 💭 Today, I still use affirmations to overcome my fears. They remind me that fear is “False Evidence Appearing Real.” What are you most afraid of as a product manager? How do you face your fear and overcome it? #productmanagement #productmanagers #impostersyndrome #fear #affirmations

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What OpenAI's GPT-4o release means for the future of SaaS -- I'll break down the threat in my new article for Inc. Magazine https://lnkd.in/eUvZ4Ywq #innovation #technology #AI #software #saas

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There comes a point when all software companies need to evolve their #authorization strategy. In many cases, a move to a finer-grained authorization model is the answer. I penned some thoughts here: Need to evolve your authorization strategy? Five questions to ask https://lnkd.in/eriQB2Ri via Okta Auth0 by Okta #developers #SaaS #FGA

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Given the scale and volume of electronic product launches, it's no surprise that North America's largest consumer electronics specialty retailer, Best Buy, needed a robust content management system. 🗂️ With Adobe Experience Manager, content has now been centralized, and tedious tasks have been transformed into an efficient operation, all while fostering a culture of collaboration and creativity. https://ow.ly/b7Hz30sC6S0 Results: - A dynamic, multichannel distribution of customized content elevates the customer experience for every iconic launch - 83% reduction in time spent on iconic launches - All assets are stored digitally, allowing for centralization and a more efficient creative process

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🌶 DORA metrics are great, but they don't cut it alone. We sat down with Jellyfish's Head of Engineering, Eli Daniel, to hear his take on what engineering leaders *should* be measuring. In this episode of Level Up, Kenneth Rose and Eli talk about: ▶ Feelings aren't facts—you need data to run an engineering org ▶ One set of metrics probably aren't going to cut it to make good decisions ▶ Engineering leaders need data as much as a sales leader 🎧 Listen to the full episode and let us know your favorite metrics to build and manage an efficient engineering team 💬 👇 Get the full episode link in the comments👇 #dora #engineering #leadership

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🔥 Eli Daniel, Head of Engineering here at Jellyfish, brought some serious insights to OpsLevel's latest Level Up episode! Here's a sneak peek into what they discussed: ▶ How to choose metrics tailored to your organization's goals ▶ Tips for analyzing where your team's time is being spent ▶ Scaling metrics for better alignment and resource allocation ▶ Why DORA metrics are just scratching the surface ▶ Balancing quantitative and qualitative metrics for a complete picture of team performance Check it out! 👇👇👇

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If you're connected with me, you know I scream about how necessary integrations are. Check out this piece where I explain more for insideBIGDATA!

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What really changes on the journey from a "Product Manager" to a "Principal Product Manager?" Two things: ambiguity and scope. Let's dig in. At the product manager level, you're handed a problem and a rough solution. Your task? - Dive deep into the business and customer issues. - Polish the solution and test its viability. - Launch, measure, refine. Moving up to senior product manager, the problem is clear, but what is the solution? Not so much. Your role expands to: - Define the solution from scratch. - Drive alignment. - Execute as you did at the product manager level. At the principal level, things get murkier. The problem isn't well defined. Your mission, should you choose to accept it: - Identify the problem. - Drive alignment. - Repeat the Senior Product Manager process. - Have a point of view beyond your own scope. As you ascend the professional ladder, ambiguity becomes a fascinating and ever-present challenge, your constant companion. But here's the good news: If you can demonstrate to your manager and stakeholders your adeptness at handling any ambiguous problem of increasing scope, you can accelerate your journey to success and professional growth.

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Let's Talk About The Real Reason For All These Tech Layoffs. I'll recklessly speculate in my new article for Inc. Magazine https://lnkd.in/evq6CTvS #innovation #technology #startup #ai 

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Product managers, designers, engineers who are successful have an "impact transcending ability", according to Aleks Bass, M.A, Chief Product Officer of Typeform. Learn what she means by that in this short clip. The full conversation on the Product Leader's Journey pod is at: https://lnkd.in/gshXfyMx #productmanagement

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There is a common, fatal mistake that most product managers make without realizing it. The other day, I spoke with an accomplished product group product manager who was looking to advance to the director level. He possessed all the relevant skills and experience. He had the opportunity to participate in numerous interviews, a testament to his marketability and the demand for his skills. But he failed to convert them into offers. He had been through five of his "top tier" target companies and not landed a role. Why was this case? He had joined our program, and after some mock interviews, we dug into the feedback he had received from our coaches [who are often product managers and leaders at these target companies], and I helped him see this pattern. He was interviewing for the job that he had rather than the job he wanted. Interviewing for roles you have held vs. the ones you want is a fundamental mistake that I see many product managers make repeatedly. They are telling the story of their experience, but the framing is entirely wrong. See, the hiring managers and other interviewers really have no interest in your past. They only care about it if it's retold from the perspective of "Why are you a clear fit for the role that you are applying to?" There is no silver bullet to fix this, but there are many lead bullets. Your words matter, as does how you shape the interview and move from one question to another. How you tackle product design, execution, metrics, and leadership interviews also matters. Our coaches understand the difference between the different levels of interviews and can help you reshape them. This approach enabled us to help a Senior Product Manager land a Director role recently (more on that in the next few days). But for now, remember - interview for the job you want, not the job you've had.

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Even 'ex-Google' tags don't seem to cut it in the product management job market. Let's unravel the surprising reason why. 👇 I was reviewing a product leader's resume the other day. He had managed teams of up to five people and had a significant impact at various places. All seemed to be good. But he had been applying at many places and not getting much response at all. He was puzzled and said something that many clients have told me recently. "Shobhit, I thought it would be easier." Easier to get interviews, to get noticed, to get to the final rounds, to get offers. But it just isn't today. Even when you come with a pedigree as "ex-Google" or "Experienced product manager" its not easy. Hiring managers just don't want another "accomplished product leader." They want to know that you are EXACTLY the right fit for the job. That you bring accomplishments and skills that are unique to the job. This is precisely why so many product managers struggle 👉 They build generic resumes and pitches 👉 They apply to tons of places without a clear strategy 👉 They struggle to articulate why they are a good fit for the role 👉 They do endless smocks with people who have no idea how to give them the right feedback 👉 They have some success.....and then do not get past the next round 👉 They repeat the process What if what it took for you to start getting MORE offers, and even the ideal offer, was a SIMPLE tweak in the words you're using in your narrative and stories that positioned you the right way? What if you needed to upgrade the words you use in your answers so that they speak to your being the ideal candidate for the job right now? What if the real difference would be in positioning yourself by articulating clearly why you are an exact fit for that role and unique from most other candidates? What if it did get easier when you made those tweaks (as it did for Justin, who recently landed a role with a 40%+ increase by only applying to five places where he could articulate being a great fit)? 'Cause let's face it: YOU are an action taker and are applying for roles that challenge you and stretch you while others are just happy to have any job - am I right? If that's the case, here's how we can help: We invite you to a personalized strategy session. We'll delve into your career journey, assessing the highs and lows and discussing your aspirations. Together, we'll map out a strategy for your success. If our services align with your goals, we can discuss how we can help. If not, that's absolutely fine! So, let's get going and take action soon. I invite you to book a call with us. Please comment "Book" on this post to set up a session with us.

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Having examined the careers of 1,000+ product managers, I find five "hidden" roadblocks that surprised these talented folks: 1. Being Stuck in Non-Product Land: Many find themselves in environments prioritizing outputs over outcomes, stifling essential skills development like customer insight and strategic vision. 2. Getting Known Only for Execution: Excelling in execution can, unfortunately, pigeonhole you into more of the same, preventing you from taking on more strategic roles that drive significant impact. 3. The Comparison Trap: Comparing your career to others can be detrimental. Each journey is unique, and focusing on your own path and progress is vital. 4. The Upper Limit Problem: This psychological barrier where you subconsciously limit your success can significantly hinder you. Recognizing and pushing beyond your internal limits is key to achieving greater career heights. 5. Extreme Manager Dependence: Relying too much on your manager for career progression can leave you passive in your own career development. Taking ownership and advocating for yourself is essential. Remember, your career is your story to write. Inspire your teams and stakeholders by transforming your environment and narrative. If you're stuck in a less product-led role, find ways to steer towards a more outcome-focused approach. Share your vision, and slowly shift the culture around you. If you would like to see an entire video that discusses these findings in depth, please comment "video," and I will send you the link.

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When making product investments I often note a tension between focusing on a few features - depth first - versus broad and shallow - breadth first. There are pros and cons to both approaches, oftentimes both can be used together. https://lnkd.in/gG6rG-2x

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This right here. These are the moments you live for as an Engineer. Domo.AI is a game-changer. Our customers are amazed at what they can do. Raw data to critical business insights... in seconds. Bring on the #ai #revolution

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