You’re a great Product Manager.

You know you’ll be an even better Product Leader. But...

Why is it so hard to make the leap from PM → Product Leader?

Hard Truth #1:
Opportunities for advancement in product management are scarce. Product teams are typically smaller, and when leadership roles open, the competition is fierce. You need to be primed and ready for when your chance comes.

Hard Truth #2:
The skills that make you a stellar PM won't necessarily make you a stellar Product Leader. Leading 100 people isn't the same as leading 10; it requires a significant evolution of your skill set.

So, what skills do you need? How do you acquire them?

That's where I come in!

I’ve been building products for over 25 years, and have grown from leading a small team of 5 to leading a 300+ org at a top-tier company. I became a Product Leader by navigating the very same obstacles facing you today.  

My mission is to help great PMs like yourself transform into outstanding Product Leaders.

You can do it! There are immediate steps you can take starting today to set yourself on this path.

Follow me here on LinkedIn to discover how.


- - - - -
🔥 If you *really* want to fast-track your career, visit: amplifypm.com/transform

Roshan Gupta

I have been a PM at Meta and a Group PM at Google, and if you think I had it all figured out. I would disagree.

What experience really gives you is not certainty.
It gives you scar tissue.

You learn some things late.
Often after you’ve shipped the wrong thing, said yes too many times, or lost trust you had to earn back.

Looking back over my career, these are the product-building principles I wish I had internalized earlier.

Not because I didn’t know them. But because I didn’t practice them consistently.

1. Outcomes over output.
I spent years celebrating launches before I learned to celebrate impact.

2. Fall in love with the problem, not the solution.
Most early mistakes came from defending ideas instead of understanding pain.

3. The art of “no” defines your strategy.
Every yes I regretted was a painful, future no I could have avoided.

4. Data informs. Intuition guides.
Data matters, but don’t ignore intuition. Intuition is rooted in data acquired over years.

5. Manage stakeholders, don’t appease them.
You don’t need their approval. You need their respect. Deliver value, not “yes”.

6. Empower with “why,” not “how.”
Micromanagement feels productive. It quietly kills velocity.

7. Perfect is the enemy of shipped.
Speed of learning beats elegance in almost every real system.

8. Your team is your best product.
You can fix a roadmap. You can’t outrun a broken team dynamic.

None of this is taught cleanly.

You absorb it slowly
- Through tension
- Through missed promotions
- Through meetings that don’t land

This is what senior PM growth actually looks like.

Making mistakes. Learning. Honing your judgement.

If you are earlier in your PM journey, save this.
If you are a senior, you probably recognized yourself in at least two of these.

Share this if you found it relatable.

P.S. If you are a PM who’s struggling to be heard and noticed, I have designed the live “Persuading People: The PM's Edge in the Age of AI” cohort to help you learn how to communicate decisions so clearly that leadership trusts your judgment, and your team follows you.

More than 100 PMs have used it to accelerate their growth. 

Register now if you're ready to be seen as the leader you are: https://lnkd.in/d7STtuG8

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PST (Maven)

Master the persuasion system I used to secure 9-digit budgets & Fortune 50 partnerships: amplifypm.com/maven

One-Off - 2026-01-29

amplifypm

Follow me to go from PM → Product Leader 🪜 | Founder of AmplifyPM (ex-Google, Meta, Yahoo, startups) | I grew from leading a team of 5 to leading a 300+ org. I'll show you how to do the same.

A Product Manager (IC4) at Meta can make around $242K.
A Senior PM (IC5) can make $449K+.
A Staff PM (IC6) can make $622K+.

If you want to close that gap, stop thinking the next level is “more scope.”
It’s a different skill.

At IC4, you get rewarded for being dependable. You keep the train moving.
At IC5 and IC6, you get rewarded for making other people confident in your judgment.

That is what changes comp and promotions.

Here is the practical difference.

When a roadmap review gets tense, IC4 PMs try to be thorough. They add context, show charts, and explain the process.

IC5 PMs do something else. They frame the decision first, then the details.

They walk into the room already knowing:
→ What decision needs to be made.
→ What the tradeoffs are.
→ What they recommend.
→ What they are willing to give up to get it.

IC6 PMs go one step further. They don’t just answer the question. They simplify the entire debate so it does not keep coming back.
They turn a one-time decision into a reusable principle.

If you want to excel and move up faster, practice these three habits.
Start meetings with the decision, not the backstory.

Replace “here is the data” with “here is what the data means and what I recommend.”

After every big call, write down the tradeoff you made so leadership can retell your reasoning when you are not in the room.

That’s how you become the PM people trust with bigger bets.

And that’s what you are paid for.

P.S. I have designed the live Persuasive Storytelling for PMs course to help you learn how to communicate decisions so clearly that leadership trusts your judgment.

More than 100 PMs have used it to accelerate their growth. Early-bird enrollment is open for a short window. Register here and save 33%: https://lnkd.in/d7STtuG8

At Google, Meta, and Yahoo, I have worked with enough PMs to notice something interesting.

High-performing PMs don’t stand out because they do radically different work.
Most of them are doing roughly the same things as everyone else.

What separates them shows up in quieter moments.

→ In how they frame a decision when the data is incomplete.
→ In how they say no without creating friction.
→ In how they help a room move forward instead of getting stuck debating details.

You rarely notice it at first. It just feels easier to work with them.

Meetings end with clarity.
Teams leave knowing what matters.
Leadership trusts that if something changes, this PM will adapt without drama.

And the opposite is also true.

When a PM struggles, it’s almost never because they lack effort, intelligence, or frameworks. It’s because their thinking does not travel well.

People hear the work, but not the judgment behind it. 
They see activity, but not direction.

Over time, that gap compounds.

→ The PM who can make tradeoffs legible earns trust faster.
→ The PM who can connect data to meaning gets more room to operate.
→ The PM who owns outcomes without over-explaining becomes the one leaders lean on.

Those are not flashy skills. But they are the ones that quietly shape careers.

P.S. If you are a PM who wants to build those skills deliberately, Persuasive Storytelling for PMs is designed around exactly this shift.

Over 100 PMs have already used it to grow their influence, trust, and trajectory. 

Early-bird enrollment is open for a short window. 
Register here and save 33%: https://lnkd.in/d7STtuG8

Google

Yahoo

When you present to senior stakeholders, the first 20 seconds matter more than the next 20 slides.

The biggest mistake I see PMs make: they assume their audience will pay attention.

That their audience cares as much as they do.
They’re wrong.

That's not how it works. 

You must learn to make people WANT to hear you.

Next time – instead of starting with slides, background, or the solution – I’d start like this:

“Right now, 18% of users who start this flow drop off before step three. If we do nothing, that’s a $12M annual loss.”

Then I’d stop talking.

Because now I have something far more valuable than airtime.
I have attention.

Only after that would I explain:

→ Why this problem exists
→ What we’ve tried so far
→ What decision I’m asking for

Most PMs do the opposite.

They start with: “Let me walk you through some background…”

By the time they reach the actual problem, the room is already gone.
And once attention is gone, you don’t get it back with more slides.

You get interrupted.
You get pulled into edge cases.
You end up defending details that don’t matter.
The meeting turns into a debate instead of a decision.

That’s why the first 20 seconds matter more than the next 20 slides.

Senior stakeholders don’t need the full download.

They need a sharp frame:
What’s at stake?
Why now?
What do you need from them?

Do that well, and the rest of your story becomes easier to land.

Repost this if it resonated.

P.S. I have designed the live “Persuading People: The PM's Edge in the Age of AI” cohort to help you learn how to communicate decisions so clearly that leadership trusts your judgment so you get seen and rewarded.

More than 100 PMs have already used it to accelerate their growth. Register now: https://lnkd.in/d7STtuG8

Bumped into this thread today, and it took me straight back to my time at Google when I turned a $20M budget into $120M.

A Staff PM admits they spend 20% of their time on strategy and 80% on storytelling.
Because strategy without narrative doesn’t move people.

For a long time, I believed the same thing many PMs do: “If the thinking is solid, the data will speak for itself.”

So I showed up with decks, perfect charts, clean assumptions, and a clear logic.

My proposals got approved. But they rarely got momentum.
This is exactly what this thread talks about, and it’s a painful kind of approval.
You get the “sure, sounds fine” approval.
Not the “this is the priority” approval.

The thread nails why. The Staff PM:

→ Walked into exec reviews with 20 slides of immaculate charts.
→ The VP looked at their phone.
→ The initiative technically passed, but it wasn’t championed.

Then they watched a peer pitch a weaker idea with fewer charts.
But the peer told a story.

→ A specific user in distress.
→ A villain, the current broken process.
→ A hero, the proposed change.
→ A cost of doing nothing.

Execs leaned in. They got double the funding.

That’s the difference between being correct and being compelling.

Being correct gets you approval.

Being compelling gets you attention.

Data proves, but story persuades.

And at senior levels, persuasion IS the job.

If you want your work to move faster, get prioritized, and get real backing, the lever is rarely another chart. It’s narrative structure.

P.S. When stakeholders understand your narrative, they trust your judgment even if they disagree. This is the kind of storytelling PMs build inside “Persuading People: The PM’s Edge in the Age of AI”.

If you want a repeatable system to turn feedback into alignment to get seen and rewarded as the leader you are register here: https://lnkd.in/dB7xfrvr

If I wanted to grow my career as a Product Manager in 2026, I would stop blindly following most of the advice that gets recycled on LinkedIn.

Because a lot of the loudest PM advice comes from people who have barely done the job.

→ They have never been the ones trying to get engineering time when every team is understaffed.

→ They have never had to kill a feature users loved because the data quietly said it was the wrong bet.

→ They have never stood in front of skeptical stakeholders defending a roadmap that was already starting to crack.

→ They have never owned a launch that didn’t go the way the deck promised.

Yet they sell frameworks. Playbooks. “Proven systems”.
And the irony is they're teaching a job they just started learning themselves.

I see it constantly.
People who have never been PMs, but aspire to be one.
People who are one year into their first PM role.

They package theory as experience.

And PMs eat it up because we are desperate for guidance in a role that's different at every company.

I'm not calling anyone out, but I cannot watch as PMs fall for everything they see online and then blame themselves when it doesn't work.

You can never learn Product management from templates.

You can learn it from:
→ Shipping features that flop
→ Making trade-offs that upset everyone
→ Building trust with engineers who don't report to you
→ Saying no to your CEO's pet projects

Before you follow PM advice on LinkedIn, ask one question:
Have they done the job?
And have they done it long enough?

If not, keep scrolling.

Today, I’m going to give away a big part of what actually helped me grow as a PM at Meta, and then GPM at Google, so read this carefully.

Like every PM earlier in my career, I thought growth was about getting better at the craft.

→ Better PRDs
→ Cleaner metrics
→ More structured thinking

And to be fair, that’s what gets you promoted the first few times.

But at some point, that stopped being the bottleneck.

When I moved into more senior PM roles, including at Meta and later at Google, I noticed something uncomfortable.

→ My work was solid.
→ The thinking was sound.
→ The analysis held up.

Yet some initiatives moved fast and got real backing, while others stalled despite being “approved”.

No one said anything explicitly. There was no negative feedback.
Just a quiet difference in energy.

Over time, I realized what was missing.

I wasn’t failing at product.
I was failing to carry the thinking through the room.

I was explaining instead of leading.
Answering instead of framing.
Providing context instead of anchoring decisions.

In senior rooms, that distinction matters more than people admit.

People aren’t just listening to what you’re saying.
They’re paying attention to what happens after you speak.

→ Do you drift into the background when challenged, or do you come back to the core trade-off?
→ Do your answers tighten the narrative, or scatter it?
→ Does the room feel clearer after you speak, or more complicated?

That’s when I learned something that sounds obvious but took years to internalize.

👉🏽 There’s a difference between getting your message out and getting your message across.

Getting it out means the words were spoken.
Getting it across means the room moved.

That shift didn’t happen overnight for me.
It came from sitting in enough rooms, missing enough signals, and slowly realizing why some conversations moved the room, and others didn’t.

If you’re a PM who feels like your work is good but your impact isn’t compounding the way it should, this might be the gap you’re feeling, too.

Not a lack of ability. A lack of narrative.
And once you see that, you can’t unsee it.

This is the work I focus on now – helping PMs turn solid thinking into clear, persuasive narratives that actually move people.

If you want to build that skill intentionally, register for my live class “Persuading People: The PM’s Edge in the Age of AI”.

An exclusive system that helps PMs get seen and rewarded. 

Register here: https://lnkd.in/dB7xfrvr

The PM job is really 2 jobs. And I bet you’re only doing 1 of them.


1. Operator - keep things moving.
2. Strategist - choose what matters.

Most PMs only schedule time for the first.
So the second gets squeezed into “when things slow down.”

And that’s why so many PMs feel like they’re shipping a lot, but influencing less.

Because when strategy is constantly interrupted, you don’t just lose time.
You lose the thread.

The narrative that answers:

→ What are we solving?
→ Why now?
→ What are we NOT doing?
→ What does success look like?
→ What tradeoff are we willing to own?

Without that story, the org defaults to:

→ Opinions over priorities
→ Loudest stakeholder over clearest direction
→ “Quick wins” over meaningful bets

This is why I don’t think the next PM superpower is another framework. It’s storytelling.

Not presentation skills or being charismatic.
The real skill is turning messy inputs into a clear, repeatable narrative that:

→ Gets buy-in when you’re not in the room
→ Protects the roadmap from constant re-litigation
→ Gives your team confidence in the why, not just the what

And yes, storytelling is also how you protect mindspace.

Because when the story is clear, you stop re-explaining decisions 20 times a week and focus on what matters the most.

PMs who leverage storytelling get noticed, rewarded, and promoted fast, and I've seen that happening at Google and Meta.

P.S. I have designed the live Persuasive Storytelling for PMs course to help you learn how to communicate decisions so clearly that leadership trusts your judgment.

More than 100 PMs have used it to accelerate their growth. Early-bird discount ends today, register now and save 33%: https://lnkd.in/d7STtuG8

Today I want to admit something I avoided for a long time. For many years, I was a “good PM”...

..But not an influential one.

Like most PMs, I lived in Line 1 and Line 2, because they feel safe.

Line 1: To report
Weekly updates. Status decks. “Quick sync?” calls.
I was responsive, available, and always “on top of things.”

Line 2: To collect frameworks
I could name every prioritization model.
I had templates for discovery, strategy, roadmaps, OKRs, you name it.

And yet, something kept happening.

→ My roadmap would get questioned every time.
→ Decisions would get reopened again.
→ Stakeholders would “align” in meetings, then push back in Slack.

I thought I needed more data, slides, and frameworks.
What I actually needed was something simpler.

A story people could believe.

Because here’s what no one tells you:

In most companies, you don’t win with the best idea.
You win with the idea that can be understood, repeated, and defended when you’re not in the room.

That’s when it clicked for me.

There are four lines PMs stand in:

1. To report - easy to be busy, hard to create movement
2. To collect frameworks - feels like growth, often becomes hiding
3. To prioritize - where tradeoffs begin
4. To persuade - where careers accelerate

The shift for me happened the day I stopped sending “updates", and started sending a narrative.

A narrative that told:

→ Here’s what changed
→ Here’s the tension we can’t ignore
→ Here are the options (and the tradeoffs)
→ Here’s the decision I recommend
→ Here’s what I need from you

Suddenly, I wasn’t fighting for attention.

People were pulling clarity out of my message.

If you feel stuck right now - busy but not advancing - ask yourself:

Are you standing in the lines that keep you safe, or the line that makes you effective?

P.S. I have designed the live Persuasive Storytelling for PMs course to help you learn how to communicate decisions so clearly that leadership trusts your judgment.

More than 100 PMs have used it to accelerate their growth. Register now if you're ready to be seen as the leader you are: https://lnkd.in/d7STtuG8

I can usually tell in 30 seconds whether a PM will lose the room.


By how much they tried to fit on the first slide.

The slide is packed.
↳ Context paragraph at the top
↳ Two charts side by side
↳ A roadmap snapshot squeezed in
↳ Three footnotes “just in case.”
↳ And somewhere in the corner, a tiny line that says “Decision needed.”

The PM thinks they’re being thorough, even I thought the same when I started as a PM.

But senior stakeholders read something very different.
They read hesitation.

Because when a slide is doing everything, it usually means the PM hasn’t yet decided what matters most.

At senior levels, slides are not about conveying information. They are about conveying judgment.

Judgment shows up in:
→ What you choose to leave out.
→ What you choose to highlight.
→ What you repeat.
→ And what you are asking the room to decide right now.

Most PMs overload slides because they are trying to protect themselves.
→ From questions
→ From pushback
→ From being wrong

Ironically, that does the opposite.

→ Crowded slides invite interruptions.
→ They pull the conversation into details.
→ They turn a decision meeting into a debate.

Clear slides signal confidence.
They say, “I’ve thought this through, and this is the part that matters.”

I have a simple mantra that fixes a lot of this.
"When in doubt, leave it out."

Not because details are unimportant. But because timing is.
And clarity is not a design skill. It’s a leadership skill.

P.S. If you want your ideas to land and your decisions to stick, persuasive storytelling is the lever to build. More than 100 PMs have joined my live cohort - Persuading People: The PM's Edge in the Age of AI- to master storytelling to get seen and rewarded. 

Register here if you are ready: https://lnkd.in/dB7xfrvr

The fastest way PMs lose credibility is trying to act on every piece of feedback.

Here’s what it looks like in real life.
- Monday: you present a crisp PRD.
- By Friday: it becomes a “kitchen sink” doc.

Because everyone left feedback.

1. Design: “Can we make it more delightful?”
2. Eng: “We can’t support this edge case this quarter.”
3. Sales: “A customer asked for this last week, can we add it?”
4. And the worst one: “I don’t know… it just doesn’t feel right.”

So you do what many PMs do to be seen as “easy to work with”.

You accept all of it.

→ You add two screens.
→ You expand scope “just a bit”.
→ You rewrite the narrative to please each person.

And then in the next review, something painful happens:
People don’t argue about the product. They question your judgment.

“What are we actually shipping?”
“Why are we solving this now?”
“Didn’t we decide last week?”

That’s the credibility leak.
Not because you listened. Because you stopped being the decision owner.

When I was a PM, what changed for me was treating feedback like a decision input.

Every time I got feedback, I asked myself:

👉🏽 Is it clear and specific?
If someone says “this is confusing”,
I ask: “Which part exactly? What did you expect to happen instead?”
If they can’t answer, I don’t change anything yet.

👉🏽 Is it backed by evidence?
If Sales says “customers want X”,
I ask: “How many accounts? Is it churn risk or nice-to-have?”
If it’s one loud request, it goes to discovery, not the sprint.

👉🏽 Does it further our objectives?
If someone says, “This would be nice to have”,
I ask: “Which OKR does this move, and how will we know?”
If it doesn’t map to a goal we agreed on, I politely disregard.

👉🏽 Is it feasible?
If someone says, “We should do this now”,
I ask: “What would we drop to make that true?”
If the trade-off isn’t worth it, I park it to protect focus.

Then I communicate one of three calls, explicitly:

1. Do it: it aligns with evidence and objectives.
2. Park it: good idea, but the timing is wrong.
3. Kill it: it’s preference, not evidence.

The leadership move is not saying YES louder.
It’s being able to say, calmly: “I heard you. Here’s what we’re doing, and here’s why”.
That’s what senior PM credibility looks like.

Share this if you agree.

P.S. When stakeholders understand your narrative, they trust your judgment even if they disagree. This is the kind of storytelling PMs learn inside Persuading People: The PM's Edge in the Age of AI.

If you want to communicate like a senior PM in high-stakes rooms, register here: https://lnkd.in/dB7xfrvr

Give me 15 seconds, and I will tell you what storytelling for PMs actually is, and why it is quietly deciding who gets promoted, and who stays stuck.

Most PMs I speak to still think storytelling means slides, polish, or sounding confident in a room.

Yes, how you deliver your message matters.
But that’s not what holds people back.

Delivering your message ≠ getting your message across.

What actually breaks PM careers is this moment: you have the data, the work is solid, but different people walk away with different interpretations of what you just said.

→ Engineering hears effort.
→ Leadership hears risk.
→ Design hears ambiguity.
→ And somehow none of them hear a clear decision.

That’s where storytelling shows up, even if you never call it that.

Real storytelling for PMs is the ability to take one messy situation and explain it in a way that resonates differently for each audience, without changing the core truth.

→ To engineering, it makes tradeoffs feel intentional instead of reactive.
→ To leadership, it clarifies what matters now and what does not.
→ To design, it gives direction instead of noise.
→ To the team, it creates momentum instead of churn.

When PMs struggle, it’s rarely because they lack insight.
It’s because their thinking comes out tangled, fragmented, or one-size-fits-all.

You can feel it in meetings.
Long explanations.
Too much context.
People tuning out.

The PMs who grow fastest help people understand why a path makes sense, to THEM.

That is the quiet skill behind executive presence, trust, and promotions.
It is not about telling stories. It is about making your thinking legible to other humans.

And once people can follow your thinking, once you convince them to care, they start backing your decisions.

That’s when your career starts to move.

P.S. If you want to get better at making your thinking land so you get seen as the leader you are, Persuasive Storytelling for PMs is built for exactly that. More than 100 PMs have already used it to grow their career, and comp.

Early-bird enrollment is open for a short window. Register here and save 33%: https://lnkd.in/d7STtuG8

The skills that made me a great PM held me back as a leader. (And until I fixed it, my career was on hold.)

Here’s what changes when you scale:

→ As a PM, you solve problems.
↳ As a leader, you build problem-solvers.

→ As a PM, you own the roadmap.
↳ As a leader, you own the narrative.

→ As a PM, you manage details.
↳ As a leader, you manage risk.

The transition isn’t about doing more of what made you successful.
It’s about letting go of what got you here.

When I led 10 people, I could be in every meeting, review every spec, and influence every decision. That felt like leadership.
When I started leading a 100+ people org, that same approach nearly broke me.

Because you become the bottleneck, without realizing it.
Decisions slow down. Escalations go up. Your calendar fills, but progress gets weirdly sluggish.

The shift that changed everything for me was simple:

I stopped being the answer. I became the frame.

Instead of “here’s what we should do,”
I moved to:
→ “What are we optimizing for?”
→ “What tradeoff are we accepting?”
→ “Who owns this decision?”

Those three questions did more than any framework.

They built judgment in the org.
They made decisions travel without me.
They kept me out of the weeds without losing control of direction.

The hardest part was trusting others to make decisions I used to make myself.
But that’s exactly what separates Good PMs from Great Leaders.

P.S. If you’re stepping into a bigger scope and feeling this shift, register for my live cohort "Persuading People: The PM’s Edge in the Age of AI". 

I help PMs turn solid thinking into clear, persuasive narratives that actually move people, so they get seen as the leader they already are.

Register here: https://lnkd.in/dB7xfrvr

Stop thinking AI is going to 10x your PM career.

If you think using ChatGPT to write better PRDs or analyze data faster is your competitive advantage, you’re missing the point.

AI is making execution cheap.
It’s making “good content” a commodity.

In a world where every PM has the same tools to generate output, the value of output drops to zero.

So what actually matters?
The one thing AI cannot do.

Persuasion.

AI can generate a strategy document in seconds.
But it cannot look a skeptical VP in the eye and make them BELIEVE in it.

It can summarize a meeting.
But it cannot read the room, sense the hesitation, and pivot the narrative to save a deal.

We are entering an era where “doing the work” is the baseline.
”Selling the work” is the differentiator.

If you want to survive the AI shift, you don't need to get better at prompting.
You need to get better at influencing.

It’s not about being charismatic.
It’s not about being louder.
It’s about making your message irresistible to your audience.

This is the exact skill set I teach in my upcoming Maven cohort.

You’ll walk away with the persuasion system I used at Google to secure 9-digit budgets and land Fortune 50 partnerships.

🚨 Early enrollment is open right now (33% off).
🚨 This is the ONLY time the course is discounted.

If you’re tired of doing great work that never quite lands –
this is how you change that.

👉 Enroll here: https://lnkd.in/d7STtuG8

Hurry – early enrollment closes soon.

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When I went from leading small teams to helping lead a 300+ org at Google, one pattern kept showing up in promotion conversations.

The PMs who got promoted weren’t always the smartest in the room.
They weren’t even always the highest-output.

They were the ones who stopped being known as “reliable” and started being known as the person who could move the organization.

Because “You’re a reliable PM” is just a compliment.
It means you ship, you unblock, you keep things stable, you handle stakeholders, and you make chaos look manageable.

The problem is what that label signals upstairs.

Reliable often gets interpreted as: “I trust them to execute what we already decided.”

Promotion tends to go to: “I trust them to shape what we decide next.”

That’s the shift no one explains clearly, and it’s why PMs feel confused when they’re doing great work and still hearing vague feedback about “leadership” and “strategy.”

At higher levels, your work is judged less by how well you run your lane and more by how much you reduce everyone else’s confusion.

That shows up in very specific behaviors:

→ You don’t just share updates; you bring a decision with options, tradeoffs, and a recommendation
→ You don’t just manage stakeholders; you align incentives before they turn into escalations
→ You don’t just deliver roadmaps; you create a narrative people repeat when you’re not in the room

If you become the org’s safety net, you will get more responsibility.
But it’s often responsibility that keeps you anchored in execution.

To go to the next level, you need reliability plus leverage.

P.S. If you’ve been labeled “reliable” and feel stuck, I’m hosting a free Maven Lightning Lesson on how PM promotion expectations change as you move into leadership.

More than 1,000 PMs are already attending. Register here for free: https://lnkd.in/eVckANk9

I’ve been seeing a lot of PMs add “AI PM” to their LinkedIn headline lately. I get it. No one wants to feel left behind.

But the moment someone asks, “So how are you actually an AI PM?” – most answers fall apart.

Not because the PM is incompetent. Because they don’t have a story.

They give tool lists.
They mention ChatGPT.
They say “I’m exploring AI.”

And the listener is still thinking: ok, but what did AI change in your product work?

That’s the gap.

“AI PM” isn’t a label. It’s meant to be a narrative.

If you can’t clearly explain:
→ what AI made possible
→ what tradeoff you accepted
→ what you measured differently
→ what new risks you introduced

Then the headline looks like trend-chasing.

The PMs who stand out do one thing well.

They can tell a tight story like this:

→ Here was the user problem.
→ Here’s why traditional approaches broke.
→ Here’s why AI was the right bet.
→ Here’s what new risks showed up (quality, latency, hallucinations, privacy).
→ Here’s how we shipped safely.
→ Here’s how we measured success using AI.

Same PM. Same work. But now it lands.

Recruiters don’t reward labels. They reward substance.
And a clear narrative is what gets you ahead in your career.

P.S. If you want to be the PM who can explain your work with confidence and win trust fast, persuasive storytelling is the skill that gets you there. That’s exactly what we practice inside Persuading People: The PM’s Edge in the Age of AI.

More than 120 PMs have already learned the art of telling stories to lead in their career. Enrollment for the next cohort closes soon! If you are ready, register here: https://lnkd.in/dB7xfrvr

If you’re a PM who feels stuck, this is for you.

You’re doing good work.
Your projects ship.
Your stakeholders trust you.

And yet...nothing changes.

No bigger scope.
No stronger signal.
No clear path into leadership.

That’s the most frustrating part:
You’re working hard – but you don’t actually know what to change.

Most PMs assume the answer is:
→ More execution
→ More ownership
→ More hours

But that’s why so many talented PMs plateau.

The leap from Senior PM to Product Leader isn’t about doing more.

It’s about operating differently.

I just wrapped a free Maven Lightning Lesson where I broke down:

→ What actually changes as you move up the PM ladder

→ Why the skills that got you here stop working

→ The 5 concrete shifts leaders expect – but rarely explain

Good news – the full recording is now available 🔥

If you’ve ever wondered:
“Why am I not being seen as a leader yet?”
or
“What am I missing that others seem to get?”

You can get clarity in under 30 minutes.

Watch the free recording here:
👉 https://lnkd.in/eVckANk9

Stop guessing and start operating at the next level.

graphical user interface, application, website

One week only → 33% off 🔥
This is the ONLY time I ever discount tuition.

Early enrollment for my next live “Persuading People: The PM's Edge in the Age of AI” Maven cohort (Feb 2) is now open.

Take this course if you want to become known as the PM who:

→ Rallies a room around a clear narrative
→ Persuades senior leaders when the stakes are high
→ Shapes strategy through influence – not just good ideas

This week is the only time I ever discount tuition – to reward those who commit early.

And to make this a no-brainer:

→ If your plans change, you can move to a later cohort at the same locked-in rate.
→ If you don’t see results, I offer a 100% tuition-back guarantee. After running multiple cohorts, I *know* the transformation this class delivers.

In other words: high upside, zero risk.

👉🏽 Enroll now to save 33% off tuition: https://lnkd.in/d7STtuG8

. . .
P.S. Once early enrollment closes, I won’t be offering this discount again.

Over 2300+ PMs have signed up for my free Maven Lightning Lesson. 

If you feel like you’re doing great work but keep getting passed up for leadership positions…

I’m here to tell you that you’re not imagining things, and you’re not alone.

The rules change, and no one ever tells you how. I will.

Don’t miss out – RSVP for free! Even if you can’t attend live, you’ll get the recording afterwards.

I’ve heard EVERY excuse in the book for why a PM isn’t getting promoted.

See if any of these sound familiar:

→ “Promotions feel random.”

→ “I don’t have the right relationships.”

→ “One person’s feedback held me back.”

→ “My results are strong, but my scope is too small.”

→ “I’ve done everything right, but the system is rigged.”

→ “I’m in the wrong company – there’s no growth here.”

→ “I’m not the self-promoting type. I just focus on my work.”

→ “My peer got promoted, and I’m clearly better than them.”

→ “I’m overworked – I don’t even have time to think about this.”

→ “I’ve been in this role for X years. It should’ve happened by now.”

If you’ve used one of these excuses –
you’re not broken.
I’ve said many of them myself.

These excuses aren’t the reason you’re stuck.
They’re the symptom.

The real issue is this:
As you move up, the rules change – and no one explains the new game.

The skills that made you a strong PM will NOT get you promoted into leadership.

The leap from Senior PM to Product Leader requires a completely different operating system.

That’s exactly what I’m teaching in 3 days.

- - - - - -
💬 Move Up the PM Career Ladder, FAST!
📅 Tuesday, January 27
⏱ 30 minutes
💸 Free (recording included)

I’ll break down:
• What actually changes as you move up
• Why great PMs plateau
• 5 concrete techniques you can apply immediately to start operating like a Product Leader
- - - - - -

This is the last call.

Even if you can't attend live, register to get access to the recording.

If you’ve been stuck, frustrated, or quietly wondering “what am I missing?” – this session is for you.

👉 Register free: https://lnkd.in/eVckANk9

There is a specific trap that kills PM careers.

It happens to the best of us.

You are good at your job. You ship features. You manage the backlog. You keep engineering happy. Management loves you. But they don’t promote you.

They keep you exactly where you are.

Why? Because they trust you to execute, but they don’t trust you to lead.

Execution is about managing certainty. Leadership is about managing ambiguity.

To break free from this trap, you have to stop reporting on “here’s what we’re doing” and start selling “here’s where we’re going.”

That requires one specific skill: Persuasion.

It’s the ability to walk into a room of conflicting opinions and walk out with a unified direction. It is the only skill that matters for the jump from Senior PM to Director/VP.

I am teaching this exact skill set starting Monday, Feb 2nd.

This isn't about "presenting better". It’s about learning how to: → Explain your thinking when the answer isn’t obvious → Frame trade-offs so leaders trust your judgment → Turn messy inputs into decisions people align behind

⚠️ Enrollment closes in 72 hours.

Don't let another Monday go by stuck in the execution trap.

👉 Enroll here: https://lnkd.in/gWc7t4sc

P.S. Careers don’t stall because of lack of talent. They stall because of delayed decisions. If you're telling yourself "now isn't the perfect time," remember: next Monday will look exactly like this Monday unless you do something different. The only real risk is staying where you are.

When teams hit the “we’re building a lot, but not moving the business” wall, they realise the product isn’t just delivery.

It’s direction.

Ever wondered why some VC-backed startups find Product-Market Fit (PMF) faster… while others keep shipping and still feel stuck?

It’s not luck.

It’s product leadership.

Hi there, I’m Malthi SS, a Fractional CPO and AI Product & Transformation leader, advising startups and growth-stage companies across B2B, FinTech, and AI. I partner with companies from seed to enterprise scale to define winning product strategy, de-risk major bets, and build the systems that make execution predictable.

You’ve probably heard leadership ask:

“Why isn’t adoption improving?”
“Why are teams pulling in different directions?”
“Why is every quarter a firefight?”

Here’s the plot twist: you don’t always need a full-time CPO.

You need cadence, clarity, and a decision-making system.

Where I help (as your Fractional CPO):

My value is being an executive partner who bridges vision + hands-on execution.

I help you:

1) Diagnose strategic gaps (why adoption/retention/revenue isn’t compounding)

2) Define a winning PMF strategy

3) Set up metrics + review loops so decisions are customer + data-led, not opinion-led

4) Align cross-functional teams with an agile roadmap that ships outcomes

5) Build a product org designed for scalability

6) Foster a culture of product excellence, critical thinking, and decisive action

I’ve led product orgs at global giants like PayPal, Intuit, SAP, and I also mentor founders and teams through institutions like NASSCOM, FKCCI, Kerala Start Up Mission, T-Hub, and the Karnataka Startup Cell, having guided 10+ ventures across B2B SaaS and consumer tech, from seed-stage PMF to growth-stage scaling.

As a Visiting Faculty (IIM Udaipur, Master’s Union, Scaler etc), I’ve trained 1,000+ aspiring PMs, mentored 500+ working PMs, and delivered 2,500+ hours of workshops.

I also host the podcast “Product Talk with Malthi” (35+ episodes), and my work has been recognised — including Women Product Leader of the Year 2024 (Gain Skills India) and being featured in the 2025 book “Sheroes amongst us.”

My Promise as Your Fractional CPO: If we work together, I'll treat your product outcomes like they're my own.

We'll set a realistic goal, create a practical plan, and track progress like a program - not a "let's see how it goes" quarter.

Ready to build product leadership that scales?

Here's how you can reach me:

📩 DM me on LinkedIn 
📞 Book a Discovery Call
📧 Email: malthi@sparkprod.in

Malthi SS

I’m happy to share that I’m starting a new position as Fractional CPO at Stealth Startup!

Malthi  SS

Fractional CPO -​> Startups | AI Product & Transformation -​> Enterprise | Advisory, Coaching & Training | TEDx Speaker | Ex-PayPal, Intuit, SAP

A major bucket list item accomplished today. Becoming a #TEDx speaker and share my idea has been a dream I manifested since last year. Thanks to team at Indian Institute of Management Udaipur to make it real and give an opportunity for me to take a flight for #wingsofpossibilities

Here to many more opportunities to unfold with continuous #curiosity , #courage and #consistency

View company: Indian Institute of Management Udaipur

IIM Udaipur was proud to host TEDxIIMUdaipur 2026, themed “Wings of Possibility,” a platform that celebrated curiosity, courage, and the freedom to explore beyond conventional paths in a constantly evolving world.

Fourth speaker of the day, Ms. Malthi SS, shared a deeply personal journey shaped not by rigid plans, but by curiosity and the courage to act on it. She reflected on how her career in technology was never planned, yet a simple decision to enroll in a computer course transformed her professional trajectory. Over time, her curiosity evolved from building technology to questioning purpose-why products exist and who they are truly built for, leading her into product leadership.

Ms. Malthi spoke about a sense of inner shallowness despite professional success and stability that prompted her to step beyond comfort and into solo entrepreneurship, where she began exploring, building, teaching, and creating on her own terms. Through her experiences of reaching out to strangers, seeking mentors, and engaging in uncomfortable conversations, she highlighted a powerful truth: people are often willing to help if one is willing to ask. At the heart of her talk was the Three Cs - Curiosity, Courage, and Compounding-emphasizing that curiosity does not require clarity, courage need not be dramatic, and consistency works quietly before its impact becomes visible.

Her reflections resonated strongly with the spirit of “Wings of Possibility,” reminding the audience that while life may be comfortable within familiar boundaries, it becomes meaningful when one chooses to explore beyond them. By giving curiosity space, courage permission, and consistency time, individuals unlock the freedom to redefine themselves and let their aspirations truly take flight.

#IIMU #IIMUdaipur #TEDxIIMUdaipur #TEDx #Inspiration #UnstoppableWithIIMU #BuildingUTogether #MBA #WingsofPossibility

Most people think resignations are about 𝐫𝐞𝐭𝐞𝐧𝐭𝐢𝐨𝐧. 


They’re actually about 𝐫𝐞𝐩𝐮𝐭𝐚𝐭𝐢𝐨𝐧.

“Resignation accepted. 
But remember, the door is always open.” 

No guilt. 
No ego. 
No punishment on the way out. 

Just one quiet signal: 

𝐘𝐨𝐮 𝐦𝐚𝐭𝐭𝐞𝐫𝐞𝐝 𝐡𝐞𝐫𝐞. 𝐄𝐯𝐞𝐧 𝐚𝐬 𝐲𝐨𝐮 𝐥𝐞𝐚𝐯𝐞. 

People don’t remember your strategy decks. 
They remember you how you treated them on their last day in the company

What’s the most “human” thing a leader did for you when you left?

#LinkedIn #LinkedInPost #Resignation #Leadership

“My leadership round just went wrong.”

This came from a senior PM I spoke to recently.

12–15+ years of experience.
Strong resume. Real outcomes.

They were trying to switch roles.

And they were struggling.

Sometimes they weren’t even landing interviews.
Sometimes they cleared early rounds -> and got stuck in the leadership round.

Still, the day they sent the resume out, the feedback came back as:

 ● “Profile looks solid, but not sure if you fit this role.”
 ● “Good experience, but we’re looking for sharper leadership.”
 ● “Hard to map your story to what we need.”

Then came the subtle part.

The unspoken assumption that:

 ● If you were truly “senior”, you’d be obvious on paper.
 ● If you were truly “leader-ready”, your narrative would sell itself.

So they did what most people do:

 ● Apply more
 ● Update the resume again
 ● Hope the next company “gets it”

What makes this worse?

This isn’t happening to only “average” PMs.

This is happening to good PMs.
In good companies.
With good titles.

But here’s the truth, most people learn too late:

𝐉𝐨𝐛 𝐬𝐰𝐢𝐭𝐜𝐡𝐞𝐬 𝐝𝐨𝐧’𝐭 𝐟𝐚𝐢𝐥 𝐛𝐞𝐜𝐚𝐮𝐬𝐞 𝐲𝐨𝐮𝐫 𝐞𝐱𝐩𝐞𝐫𝐢𝐞𝐧𝐜𝐞 𝐢𝐬 𝐰𝐞𝐚𝐤.
𝐓𝐡𝐞𝐲 𝐟𝐚𝐢𝐥 𝐛𝐞𝐜𝐚𝐮𝐬𝐞 𝐲𝐨𝐮𝐫 𝐬𝐭𝐨𝐫𝐲 𝐢𝐬 𝐮𝐧𝐜𝐥𝐞𝐚𝐫.

Your resume has <30 seconds to speak.
And it has to speak without your voiceover.

So what’s the real solution?

 ● 𝐒𝐭𝐨𝐩 𝐛𝐫𝐨𝐚𝐝𝐜𝐚𝐬𝐭𝐢𝐧𝐠 𝐨𝐧𝐞 𝐫𝐞𝐬𝐮𝐦𝐞:
Create role-specific versions. Put the most relevant proof in the top half of page 1              

 ● 𝐎𝐫𝐠𝐚𝐧𝐢𝐬𝐞 𝐲𝐨𝐮𝐫 𝐬𝐭𝐨𝐫𝐲, 𝐝𝐨𝐧’𝐭 𝐡𝐢𝐝𝐞 𝐢𝐭:
If something is less relevant (or a break exists), move it, but own the narrative.         

 ● 𝐀𝐬𝐬𝐮𝐦𝐞 𝐭𝐡𝐞 𝐢𝐧𝐭𝐞𝐫𝐯𝐢𝐞𝐰 𝐰𝐢𝐥𝐥 𝐜𝐨𝐦𝐞 𝐟𝐫𝐨𝐦 𝐲𝐨𝐮𝐫 𝐫𝐞𝐬𝐮𝐦𝐞:
At senior levels, most questions drill into your decisions, trade-offs, and leadership.

 ● 𝐏𝐫𝐞𝐩𝐚𝐫𝐞 𝐥𝐞𝐚𝐝𝐞𝐫𝐬𝐡𝐢𝐩 𝐫𝐨𝐮𝐧𝐝𝐬 𝐥𝐢𝐤𝐞 𝐚 𝐩𝐫𝐨𝐝𝐮𝐜𝐭 𝐫𝐞𝐯𝐢𝐞𝐰:
Have clear stories ready: conflict, data-driven call, stakeholder pushback, team decisions, outcomes.

 ● 𝐁𝐞 𝐜𝐡𝐨𝐨𝐬𝐲 𝐰𝐡𝐞𝐫𝐞 𝐲𝐨𝐮 𝐚𝐩𝐩𝐥𝐲:
Fewer high-conviction bets. More networking. More warm context.

Because at 12–15+ years...

A resume isn’t a list.
It’s a positioning document.

And no job description tells you that upfront.

Where do you see senior PMs struggle more, landing interviews or closing leadership rounds?

#Leadership #LinkedIn #LinkedInPost #Struggle #ProductManagement

LinkedIn LinkedIn News LinkedIn Guide to Creating LinkedIn Guide to Networking LinkedIn Learning

AI/ML doesn’t let you “𝗳𝗶𝗻𝗶𝘀𝗵 𝗹𝗲𝗮𝗿𝗻𝗶𝗻𝗴.”

So I kept learning… and kept teaching what was useful, as the space evolved.

I didn’t set out to chase milestones, just to stay consistent and do honest work.

I was recently featured by topmate.io as #8 in "Top 25 in 25" (AI/ML)

To everyone who enrolled in my AI/ML courses and trusted me with your time and growth: thank you.

I genuinely couldn’t have done this without you.

Onwards to more learning, sharing, and coaching in 2026.

Link: https://lnkd.in/gGRwKp39

#LinkedIn #LinkedInPost #Topmate #AI #ML

𝗠𝗼𝘀𝘁 𝗳𝗼𝘂𝗻𝗱𝗲𝗿𝘀 𝗱𝗼𝗻’𝘁 𝗻𝗲𝗲𝗱 𝗺𝗼𝗿𝗲 𝗔𝗜 𝘁𝗼𝗼𝗹𝘀.

𝗧𝗵𝗲𝘆 𝗻𝗲𝗲𝗱 𝗼𝗻𝗲 𝘂𝘀𝗲-𝗰𝗮𝘀𝗲 𝘁𝗵𝗮𝘁 𝗮𝗰𝘁𝘂𝗮𝗹𝗹𝘆 𝗽𝗮𝘆𝘀 𝗿𝗲𝗻𝘁.

That’s how we designed a recent session at 𝗡𝗦𝗥𝗖𝗘𝗟, 𝗜𝗜𝗠 𝗕𝗮𝗻𝗴𝗮𝗹𝗼𝗿𝗲 for the 𝗚𝗼𝗹𝗱𝗺𝗮𝗻 𝗦𝗮𝗰𝗵𝘀 𝟭𝟬,𝟬𝟬𝟬 𝗪𝗼𝗺𝗲𝗻 programme.

The room: 𝟲𝟬+ 𝘄𝗼𝗺𝗲𝗻 𝗲𝗻𝘁𝗿𝗲𝗽𝗿𝗲𝗻𝗲𝘂𝗿𝘀

Stage: idea to scale

Common problem: “There are too many AI tools. I don’t know where to start.”

So we kept it very simple.

Everyone had to answer one question:

“Where, in your own business, can AI save you real time or money in the next 30 days?”

No tool tours.
No “50 AI apps you must try”.
Just their numbers, their workflows, their customers.

Over two hours, they:

1) Picked 𝗼𝗻𝗲 𝗿𝗲𝗮𝗹 𝗯𝗼𝘁𝘁𝗹𝗲𝗻𝗲𝗰𝗸 (content, ops, customer queries, research, etc.)

2) Tested 𝗼𝗻𝗲 𝗼𝗿 𝘁𝘄𝗼 𝗔𝗜 𝘄𝗼𝗿𝗸𝗳𝗹𝗼𝘄𝘀 on their own use-case

3) Left with 𝘀𝗼𝗺𝗲𝘁𝗵𝗶𝗻𝗴 𝘁𝗵𝗲𝘆 𝗰𝗼𝘂𝗹𝗱 𝗿𝗲𝗽𝗲𝗮𝘁 𝗼𝗻 𝗠𝗼𝗻𝗱𝗮𝘆, not a notebook of screenshots

The feedback that stayed with me wasn’t “great session”.

It was:
“Now I know where to use AI and where to ignore it.”

That’s the real shift we need in how we teach AI to founders: Less noise. More decisions tied to reality.

Hey, I am Malthi, CEO of SparkProd Consulting - An AI Advisory and Training firm. If this resonates, I am open to podcast invites, speaker events. Connect with me for Product, AI/ML, Advisory & Upskilling.

#AI #ML #LinkedIn #LinkedInPosts #Founders

I ran a session for PMs on tools & hacks.

But the real takeaway wasn’t tools. 

It was how to use AI without outsourcing judgment. 

A question that came up (and matters): 

“If AI does PRDs, synthesis, research… are PMs losing their edge?” 

No. 

But the edge is moving. 

Here’s what strong PMs will do differently: 

1. Use LLMs to 𝐜𝐡𝐚𝐥𝐥𝐞𝐧𝐠𝐞 thinking, not replace it 
2. Ask for 𝐛𝐥𝐢𝐧𝐝 𝐬𝐩𝐨𝐭𝐬 before asking for “a better version” 
3. Treat summaries as a 𝐬𝐭𝐚𝐫𝐭𝐢𝐧𝐠 𝐩𝐨𝐢𝐧𝐭, not understanding 
4. Spend the saved time on what compounds: 

   ○ Customer listening 
   ○ Sharper problem framing 
   ○ Better trade-offs 
   ○ Decision-making under ambiguity 

5. Remember: AI increases speed. Your job is 𝐝𝐞𝐜𝐢𝐬𝐢𝐨𝐧 𝐪𝐮𝐚𝐥𝐢𝐭𝐲 

PM fundamentals haven’t changed. 

The leverage has. 

What’s one PM responsibility you think should never be delegated to AI?

PS:- If you want the slide for the session, Comment "Workshop"

#LinkedIn #LinkedInPost #ProductManagement #ArtificialIntelligence

LinkedIn LinkedIn News LinkedIn Learning LinkedIn Guide to Creating LinkedIn Guide to Networking

𝗥𝗲𝗽𝘂𝗯𝗹𝗶𝗰 𝗗𝗮𝘆 𝗿𝗲𝗺𝗶𝗻𝗱𝗲𝗿: 𝗽𝗼𝗹𝗶𝗰𝗶𝗲𝘀 𝗱𝗼𝗻’𝘁 𝗺𝗮𝗸𝗲 𝘆𝗼𝘂 𝗺𝗼𝗱𝗲𝗿𝗻. 𝗨𝗽𝗱𝗮𝘁𝗲𝘀 𝗱𝗼.

Most workplaces already have the “right policies” on paper.

Leave. Flex work. Respect. Escalation. Inclusion.

And yet… day-to-day still runs on old defaults.

Because policies are declarations.
𝗨𝗽𝗱𝗮𝘁𝗲𝘀 𝗮𝗿𝗲 𝗯𝗲𝗵𝗮𝘃𝗶𝗼𝗿.

What “updating” looks like in real life:

1) 𝗜𝗻𝗰𝗲𝗻𝘁𝗶𝘃𝗲𝘀: What gets rewarded becomes culture.

2) 𝗖𝗮𝗱𝗲𝗻𝗰𝗲: What gets reviewed becomes a priority.

3) 𝗗𝗲𝗰𝗶𝘀𝗶𝗼𝗻 𝗿𝗶𝗴𝗵𝘁𝘀: Who can say “yes/no” decides speed.

4) 𝗔𝗰𝗰𝗼𝘂𝗻𝘁𝗮𝗯𝗶𝗹𝗶𝘁𝘆: What has consequences becomes real.

5) 𝗙𝗲𝗲𝗱𝗯𝗮𝗰𝗸 𝗹𝗼𝗼𝗽𝘀: What gets heard gets fixed.

The world is changing fast: business models, expectations, attention spans.

If leadership doesn’t update how decisions are made, people stop trusting the policy.

Only making workplace policy is not good enough, leaders need to embrace the changes in behaviour and build the culture.

Especially to make the workplace non toxic, inclusive etc. These become foundational for a thriving future

Wish you a very Happy 77th Republic Day 🇮🇳

#Leadership #RepublicDay #LinkedIn #LinkedInPosts

Early GenAI work can feel like a race.

Leaders want momentum. Teams want to ship. Stakeholders want a demo.
So the strategy becomes a list of features. 

It looks fast. Until it isn’t. 

Because without a decision-first sequence, you pay for speed twice -> once while building, and again while reworking.

What consistently de-risks the effort is this boring (and effective) order: 

1. 𝐃𝐞𝐜𝐢𝐝𝐞 𝐭𝐡𝐞 𝐣𝐨𝐛 -> the user decision you’re improving. 
2. 𝐃𝐞𝐟𝐢𝐧𝐞 “𝐠𝐨𝐨𝐝” -> great/acceptable/harmful outputs, written down. 
3. 𝐂𝐡𝐨𝐨𝐬𝐞 𝐞𝐯𝐚𝐥𝐮𝐚𝐭𝐢𝐨𝐧 -> rubric, golden set, or guarded A/B. 
4. 𝐃𝐞𝐬𝐢𝐠𝐧 𝐟𝐚𝐥𝐥𝐛𝐚𝐜𝐤 -> what happens when the model is unsure. 
5. 𝐒𝐡𝐢𝐩 𝐨𝐧𝐞 𝐰𝐨𝐫𝐤𝐟𝐥𝐨𝐰 -> one moment + one metric. 

If you’re leading GenAI, your “strategy” is not the roadmap.
It’s the 𝐪𝐮𝐚𝐥𝐢𝐭𝐲 𝐚𝐧𝐝 𝐬𝐚𝐟𝐞𝐭𝐲 𝐬𝐲𝐬𝐭𝐞𝐦 that makes shipping repeatable.

𝐐𝐮𝐞𝐬𝐭𝐢𝐨𝐧: Where does “AI strategy” turn into “AI features list” most often - leadership, product, or delivery?

#GenAI #Leadership #Strategy #Stakeholders #LinkedIn #LinkedInPosts

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Fractional CPO -​> Startups | AI Product & Transformation -​> Enterprise | Advisory, Coaching & Training | Ex-PayPal, Intuit, SAP

A room full of smart Women Entrepreneurs curious to learn how AI can help with Product Development and Innovation.

We shared, learnt, tried a lot of different tools for various use cases. 

AI is evolving and we all are learning. Here to many more of such sessions which culminates into what I call "Collective wisdom"

Thanks NSRCEL for having me and Goldman Sachs  for your wonderful program

Looking back onto this session on “AI for Product Development & Innovation” with Malthi SS, Founder and CEO, SparkProd Consulting Private Limited, with Cohort 01 of the Goldman Sachs 10,000 Women.
 
With nearly 60 women founders in the room, the session went beyond theory and into real, practical application. Founders also got to actively work with AI tools to explore:

· Trend analysis and consumer insights
·  Rapid prototyping
·  Product design and innovation exploration
·  Validation and experimentation workflows
 
Each founder had the opportunity to experiment, learn, and immediately see how AI can accelerate decision-making and innovation in their own businesses🚀
 
Ankita Pegu Malay Shukla Deboleena Raha Das Divya Krishnaprasad Romario Thoidingjam S Vishal Akshay Khare Fathima S Saloni Jadhav Deepika Telang #NSRCEL #10KWomen #WomenFounders #AI #Innovation #Entrepreneurship

The future of Product Management.

So here are a few predictions about the future of product management, which might or might not happen we never know:

Some of this will age badly.
Some of this will become LinkedIn wisdom.
And none of us will admit which.

1. Intuition vs algorithm:

PMs will choose the algorithm and still call it “intuition”.

2. PRDs vs hallucinations:

PMs won’t write requirements. They’ll babysit AI hallucinations and call it “exploration”.

3. Product sense vs prompt sense:

“Product sense will be critical” right after prompt-writing and deck-survival skills.

4. AI and grunt work:

AI will eliminate repetitive PM tasks. PMs will be left with meetings, trade-offs and accountability.

5. Living roadmaps:

Roadmaps will update in real time. No one will fully believe them anyway.

6. Who really decided?

The future PM won’t make decisions. They’ll justify the ones the model suggested.

7. PRDs → prompts → blame:

PRDs will be replaced by prompts. Prompts will be blamed when things fail.

8. Alignment:

AI will finally align teams. Against the PM.

What won’t change?

1. Judgment still sits with humans.
2. Trade-offs still hurt.
3. Customer reality still beats dashboards.

If PMs let AI think for them instead of with them, the craft doesn’t evolve, it just gets automated theatre.

Watch out for our episode today where I talk with Rajesh Chandran about what the future of PM might look like.

#Humour #ProductManagement #LinkedIn #LinkedInPosts

𝗪𝗵𝗮𝘁 𝗳𝗼𝘂𝗻𝗱𝗲𝗿𝘀 𝘀𝗮𝘆 𝘃𝘀. 𝘄𝗵𝗮𝘁 𝗳𝗼𝘂𝗻𝗱𝗲𝗿𝘀 𝗱𝗼 (𝗮 𝗴𝗲𝗻𝘁𝗹𝗲 𝗿𝗲𝗮𝗹𝗶𝘁𝘆 𝗰𝗵𝗲𝗰𝗸)

Founder says: “We’re moving fast.”
Founder does: Ships 3 versions, breaks 2, and calls it “learning velocity.”

Founder says: “We’re customer-obsessed.”
Founder does: Reads 12 dashboards, then asks Support what the customer actually meant.

Founder says: “We’re hiring only A-players.”
Founder does: Interviews like a VC, pays like a bootstrapped NGO.

Founder says: “We’re building for the long term.”
Founder does: Refreshes ARR every 20 minutes like it’s a heart monitor.

Founder says: “We have strong culture.”
Founder does: Writes a Notion page titled Culture after the first resignation.

Founder says: “We’re frugal.”
Founder does: Cancels team lunch, then buys a new tool subscription “for productivity.”

Founder says: “We’re aligned.”
Founder does: Schedules a 45-minute ‘alignment’ call that creates 3 new misalignments.

Founder says: “We’re almost there.”
Founder does: Realizes ‘there’ keeps moving. And still keeps going.

𝗠𝗼𝗿𝗮𝗹:

Founders aren’t hypocrites. They’re just living in two worlds at once: Vision on top, reality underneath.

#Humour #Founder #LinkedIn #LinkedInPosts

I’ve seen senior teams freeze in AI reviews.

Not because they lack ideas.
Because the questions are sharper:

• What happens when it’s wrong?
• Who is accountable?
• Can we explain it?
• Can we measure it?
• Can we roll it back?

The calm move is simple:
Treat AI like any other high-risk dependency -> design the failure path first.

Confidence comes from decision hygiene, not hype.

When timelines get tight, what gets cut first: evaluation, fallback, or instrumentation?

#AI #LinkedIn #LinkedInPosts #Evaluation #Leadership

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The first time you work closely with Sales in B2B, you learn quickly:

1. Commitments aren’t 𝐫𝐞𝐪𝐮𝐞𝐬𝐭𝐬. They’re 𝐞𝐱𝐩𝐞𝐜𝐭𝐚𝐭𝐢𝐨𝐧𝐬.
2. “Small change” is rarely small in support.
3. The cost isn’t build time -> it’s 𝐩𝐫𝐞𝐜𝐞𝐝𝐞𝐧𝐭.
4. “Yes” without terms becomes a roadmap hostage situation.
5. The right answer is often “𝐲𝐞𝐬, 𝐢𝐟…”, not “yes” or “no”.

A simple rule that prevents chaos:

If it’s tied to revenue, treat it like a contract change:

-> Define scope
-> Define success
-> Define exit
-> Define support

Otherwise: revenue today, debt tomorrow.

Send to the person who says “it’s just one customer”.

#B2B #Sales #Revenue #LinkedIn #LinkedInPost

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The Battle

Roshan Gupta

Malthi SS

Followers

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Performance ScoreRoshan Gupta's LinkedIn Performance

Performance ScoreMalthi SS's LinkedIn Performance

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The Battle

Roshan Gupta

Malthi SS

Followers

Posts

Engagements

Likes

Performance Score.css-goub6s{font-size:var(--chakra-fontSizes-md);font-weight:500;color:var(--chakra-colors-gray-600);display:block;margin-top:var(--chakra-space-1);}Roshan Gupta's LinkedIn Performance

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Performance ScoreRoshan Gupta's LinkedIn Performance