Interview

Product managers usually tend to satisfy power users’ needs because these users are more vocal and send emails to customer support more often.

I believe if you’ve understood the problem well, then building the right product is just one step away. And understanding the problem well is only possible by closely listening to the customers.

In my definition, a product-led company is a company where everyone believes they support the product directly. This includes teams like Finance or People Ops, which are typically considered “far away” from product development.

Communication skills are a given with almost any role, but it is the ability to listen - really listen, to what is being said by users, customers, sales teams, about what they want from a product.

Managing internal stakeholders begins with prioritization (like so many topics in product management). Since PMs have an essentially unmanageable number of stakeholders, it’s critical to know at any given time which ones can make the biggest contribution to the success of a product.

Successful products attract rapid growth in usage and it can be a huge challenge to keep up with performance, availability, and security demands.

A key to master the art of being compelling as a PM is to focus on both the “substance” of your argument and the “style” of the argument, particularly as it relates to the target audience and key stakeholders we are trying to convince.

Instead of “work fast and break stuff” you should work fast and learn quickly. What this means is that you have to understand problems you think you will be able to solve

Product Management for me has been a journey through various start-ups, I started in a clinical setting, pivoted into marketing

I’m a Portuguese entrepreneur and a global citizen, currently based in the south of Portugal. I’m the type of person that enjoys moving fast, launching when 75% done and making adjustments on the fly.

When I started building software, I didn’t know that there were multiple roles in teams. It might sound funny now, but I was under the impression that everybody just combined everything.

I think no one is born a Product Manager, simply because there is no single study course to become one. And I was no exception.

Like most product managers, I fell into the wild world of product management by accident. After studying Economics at university, I worked in customer service and operations at a small startup for a few years where I ended up doing some data analysis projects for the CEO.

Hello, I studied New Media and Communication Technologies at Howest in Belgium, a program with a solid mix between programming, networking, video, and web development. That landed me a job as a front-end developer at a big media company.