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

Product managers, Backstreet Boys, and 4-year-olds have one thing in common.


"Tell me why."

Except 4-year-olds eventually stop asking.
Backstreet Boys made millions asking.
PMs who stop asking get passed over.

The best PM I've worked with asked "why" so relentlessly that it was borderline annoying.

- Why is this on the roadmap?
- Why does this metric matter?
- Why are users dropping off here and not there?
- Why are we building this now?

Not to be difficult. But to make sure the team was solving the right problem before writing a single line of code.

Product leaders interrogate the feature request until it either becomes a better idea or dies.

"Tell me why" isn't a junior behavior. It's a leadership behavior that most people unlearn because it feels uncomfortable in rooms with strong opinions.
Don't unlearn it.

Backstreet Boys are still touring. The 4-year-old is onto something. And the best PMs never stopped asking.

If this made you think of someone on your team, share it.

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.

Most PMs spend their careers optimizing for things no one will remember.


→ PMs obsess over Jira tickets.
→ They count meetings.
→ They replay how many features shipped last quarter.
→ They carry guilt over tech debt they had to defer.

All of that feels important in the moment. None of it survives time.

What actually sticks is different.

→ People remember whether you could explain where the product was going when things were unclear.
→ They remember if you could connect scattered ideas into a direction that made sense.
→ They remember whether your solution felt inevitable once you explained it.
→ They remember how confident they felt walking out of the room.

That’s the quiet difference between being busy and being influential.

Early in my career, I thought execution would speak for itself.
Later, I learned that execution without narrative just becomes background noise.

The PMs who become product leaders aren’t the ones who do more.
They’re the ones who help others see more clearly.

→ That’s what creates trust.
→ That’s what gets repeated when you’re not in the room.
→ That’s what people actually remember.

P.S. If you feel like your work is solid but your impact isn’t sticking, this is usually the missing layer. I now spend most of my time helping PMs turn strong thinking into clear, persuasive narratives that senior leaders trust. 

Register for Persuading People: The PM’s Edge in the Age of AI, and go from a PM to product leader.

Save 33% when you register today: https://lnkd.in/d7STtuG8

A Sr. PM just added $100K to their total comp by making decision makers feel how losing them would cost the company millions.

They did not do it by negotiating harder or by flashing a competing offer. They did it by controlling how the room felt about the cost of saying no.

I know what some of you are thinking: that's just a smart negotiation tactic.
But I've watched this exact skill show up at every inflection point in a PM's career, and it has nothing to do with negotiation.

When a roadmap gets funded over three others with better metrics, 

it's usually because one PM made the tradeoff feel real while everyone else reported numbers.

When a mid-level PM gets promoted ahead of peers with stronger execution records, 

it's almost always because they made leadership feel the consequence of not betting on them.

When a product decision gets made in a room with six strong opinions, 

the PM who shapes the outcome isn't usually the one with the most data; it's the one who made the cost of inaction impossible to ignore.

This is what I mean when I say storytelling is not a soft skill. It's the mechanism that helps PMs convert good work into real influence.

And the gap between PMs who have it and PMs who don't shows up everywhere - in
↳ Whose roadmap gets prioritized
↳ Whose promotion lands
↳ Whose recommendation gets acted on without a second meeting.

The market has already figured this out, that the PM who controls how a room feels about a decision controls the decision itself.

Every week you spend reporting instead of shaping belief is a week someone else is building that skill. Persuading People: The PM's Edge in the Age of AI has helped 150+ PMs close that gap in how they frame decisions, lead rooms, and earn bigger bets.

Register now if you want to go from a PM to a Product Leader: https://lnkd.in/dB7xfrvr

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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

Everyone can see I went from PM at Meta to GPM at Google. What nobody sees is that I went from leading a team of 10 to leading 300 people.

That second jump was the harder one.

With 10 people, I knew everyone.
I knew what kept them up at night, what motivated them, what made them move. My message never had to travel far to land.

At 300, everything I said passed through layers I couldn't control.

By the time my thinking reached the people doing the work, it had been filtered and reinterpreted so many times that what landed had nothing to do with what I intended.

Teams pulled in the wrong directions. Decisions got made without context. And I kept wondering why nothing was sticking.

I was still communicating like I led 10 people.

When your team is small, relationships carry your message. People trust you because they know you.
At 300, most of the org doesn't know you. Your message has to stand on its own, clear enough and compelling enough to survive every layer it passes through.

That's when I understood storytelling wasn't a soft skill.
It was the only thing that scaled.

Knowing what your audience fears, what they want, and what would make them move, and building every message around that.

The jump from PM to GPM looks like a title change from the outside. From the inside, it was learning to lead people who had no reason to trust me yet.

When I made that jump, there was no playbook for it. I had to figure it out on my own.

That's exactly why I built Persuading People: The PM's Edge in the Age of AI, so you don't have to. 150+ PMs have used it to earn trust faster and lead rooms with confidence.

Register here if you're ready to go from a PM to product leader: https://lnkd.in/dB7xfrvr

There's a version of PM work where you show up with all the right answers and still lose the room. I lived that version for longer than I'd like to admit.

I had spent years getting better at the craft.
I mastered sharper prioritization, cleaner PRDs, and tighter metrics. And none of that was wrong.

But when I look back at the moment my career actually shifted, it wasn't a framework that changed things.
It was learning how to make senior people feel confident in a room.

Not confident in me. Confident in the decision.

I'd walk in with data, a clear recommendation, a well-structured slide, and somehow the energy would stay flat.

Decisions would get deferred. I'd leave wondering what I missed.

What I was missing was the stakes.

The shift happened when I stopped thinking about how to explain my thinking and started thinking about what I needed the room to believe by the time I finished speaking.

At Google and Meta, the PMs who moved fast weren't always the ones with the best product instincts.

They were the ones who could walk into a room with three VPs, a half-baked idea, and enough clarity about the problem that everyone left feeling like the direction was obvious.

That's not a communication skill. That's a leadership skill that shows up in communication.

If you're doing everything right and still feeling stuck, it might not be your execution. It might be that nobody in your organization can feel the importance of what you're building, and that's on how you're framing it, not on the work itself.

That gap between shipping well and shaping belief is exactly what I built Persuading People: The PM's Edge in the Age of AI to close. 

More than 150 PMs have used it to sharpen how they frame decisions, lead rooms, and earn bigger bets. If that's the gap you're sitting in right now, register here: https://lnkd.in/dB7xfrvr

A lot of people will defend this. I won't.


The Uber CEO just told the world: answer my weekend emails immediately or you're out. "Don't come here if you want to coast."


I'm not against hard work. I've worked hard my entire career.
But there's a difference between high expectations and treating people like they have no other options.

I've watched this play out with teams for 26 years. I can tell you exactly how it ends.

There's a concept I use with clients: the golden goose and the golden egg.

Short-term thinkers obsess over the next egg. The next milestone. The next earnings report.

What they forget is the goose. The goose is your team.

Burn it out chasing short-term results, and you quietly destroy the very thing generating those results.

Here's the other irony: AI was supposed to give us back time.

Instead, the efficiency gains aren't going back to the people doing the work.
They're being used to shrink headcount and squeeze harder. 
That's a leadership choice. Not a technology requirement.

Trust doesn't show up in a quarterly report. It shows up or disappears over the years.

And a team performing out of fear produces very differently from a team performing out of belief.

But here's what these leaders are miscalculating: they're assuming workers have no other options. They might be surprised.

There's an idea Tim Ferriss calls the "tolerable middle" - when people are uncomfortable but not miserable enough to act, they stay indefinitely.

Push them past that line, and it becomes the catalyst they needed to build something, start something, or walk away to something better.

The same AI giving companies leverage is quietly giving workers new options. To freelance, build, and leave.

You don't have to endorse coasting to reject this model. High standards and genuine respect for people are not opposites.

It takes real courage to lead that way, especially when competitors are racing in the other direction.

But that's what separates leaders who build something lasting from those who just squeeze something dry.

If this made you think differently about how you lead or how you're being led, that's exactly the muscle I help PMs build inside Persuading People: The PM's Edge in the Age of AI. 

Register now to go from PM to Product Leader: https://lnkd.in/dB7xfrvr

Product managers, the executives sitting in your next presentation don't care about your data. (So stop obsessing over it entirely.)

They're deciding whether to trust you.

I learned this across my time as a PM at Meta and Google.

The PMs who consistently won executive rooms weren't the ones with the most rigorous analysis.
They were the ones who made executives feel like every possible concern had already been anticipated.

Here's what that looks like in practice.

Before building a single slide, the best PMs do one thing most skip: they write down every question their audience might ask.

The easy ones.
The skeptical ones.
The ones an excited exec asks.
The ones a hostile exec asks.

Then they group those questions into themes.
Each theme reveals what the presentation actually needs to answer.
The arguments practically write themselves from there.

Then comes the move most PMs never think to make.
Everything that doesn't make the final story, extra evidence, alternative angles, leftover questions, goes into an appendix.

When an executive raises a concern mid-presentation, and you jump straight to a prepared answer, this changes everything.

They stop evaluating your idea. They start trusting your judgment.

That trust follows you into every future meeting.

Most PMs walk in hoping to impress executives with data depth.
The ones who move fastest walk in knowing exactly what the room is worried about, and having already answered it before anyone speaks.

That's not a presentation skill. That's a reputation being built in real time.

P.S. If this reframed how you think about executive presentations, this is exactly what I teach inside Persuading People: The PM's Edge in the Age of AI.

150+ PMs have used it to sharpen how they frame decisions, lead rooms, and earn bigger bets.

If you are ready to go from a PM to a product leader, register here: https://lnkd.in/dB7xfrvr

If I had to bet it all, I'd bet on the PM who can explain a problem clearly over the PM who can solve it perfectly.

I know that sounds wrong.

But I've watched it play out too many times at Google and Meta to ignore it.

The PM who solves problems perfectly but can't communicate their thinking clearly gets questioned in every meeting, pulled into edge cases, and asked to "come back with more data."

They're brilliant. But they're ineffective.

Because as a leader, I don't have time to dig into the details. 
I can't afford to hope they got it right. 
Hope is not a strategy. I need proof. I need evidence. I need to trust them – and trust is the deciding factor when I'm choosing which PMs to bet on.

The PM who explains the problem so clearly that everyone in the room immediately understands what's at stake? They get trusted. They get resources. They get the next big bet.

They're not always the sharpest technically.
But they're always the clearest communicator.

Senior leadership doesn't have time to evaluate your solution in the room. They don't have the context you have. They haven't lived inside the problem for six weeks like you have.

What they're actually evaluating in real time is your judgment.

And judgment shows up in how you frame the problem. Not how you solved it.

If your framing is sharp, they trust the solution.
If your framing is muddy, it doesn't matter how good the solution is.

So if I had to bet it all – and in every promotion decision I've been part of, I did have to bet – I'd bet on the PM who makes the room smarter just by how they explain things.

Every single time.

Whom would you bet on?
--
P.S. I created the live "Persuading People: The PM's Edge in the Age of AI" cohort to help PMs 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 if you want to go from a product manager to product leader: https://lnkd.in/d7STtuG8

"It's just been 3 weeks into my PM journey, and I'm already 'that guy'."


I just bumped into this thread and couldn't scroll past it.

A new PM spent a week on their first roadmap presentation. They had vision, personas, a polished deck, and thought they nailed it.

Then as people were dropping off the Zoom, a mic stayed hot, and someone said, "That completely could have been an email."

As PMs, we have all been there.

But here's the thing nobody told this PM, and nobody tells most PMs early enough: A presentation isn't there to inform. It's there to transform.

If all you're doing is sharing facts and figures, send the email.
A presentation earns its place on the calendar only when something needs to change in the room.

Before your next presentation, answer these four questions:
→ What does my audience currently think or feel about this topic?
→ What do I need them to think, feel, or do differently when I'm done?
→ What is the single most important thing I need them to walk away with?
→ Is the gap between where they are and where I need them to be realistic in one session?

That last one matters more than most PMs realize.
Sometimes the goal isn't to get approval, it's just to open a mind that wasn't open before. That's still a transformation.

I'm sure the PM in that Reddit thread built a great deck. But they just never asked what they needed to change in the room.

That's the real job.

P.S. If this hit something, defining your audience's transformation before opening a deck is one of the things I teach inside Persuading People: The PM's Edge in the Age of AI.

150+ PMs have used it to sharpen how they frame decisions, lead rooms, and earn bigger bets. 

If you are ready to move your career, register here: https://lnkd.in/dB7xfrvr

You chased the PM title for years. But no one warned you what it would feel like once you got it.


You thought the hard part was breaking in.
The certifications, case studies, mock interviews, and side projects.

Then you land the role.
And suddenly you’re in meetings where the stakes are higher than anything you practiced for.

Engineers are waiting for clarity.
Stakeholders are demanding a roadmap you’re still forming in your head.
Leadership expects conviction.

And you’re thinking: Am I actually ready for this?

That feeling has a name. Imposter syndrome.
You don’t feel that way because you’re unqualified.

But because the role now demands judgment.

Here’s what I’ve seen work, both in my own career and mentoring PMs over the years.

→ Claim it

Stop pretending you’re fully confident. Growth feels unstable at first. Accept that you’re stretched.

→ Name it

Get specific. Are you unsure about the metric? The technical depth? The stakeholder dynamic? Vague anxiety feels overwhelming. Specific doubt becomes solvable.

→ Frame it

Turn fear into facts.
What decision actually needs to be made?
What data do you have?
What assumptions are you making?
What tradeoff are you avoiding?

→ Tame it

Most imposter syndrome is unstructured thinking under pressure. When you structure the decision, the “fraud” feeling shrinks.

The PMs who grow fastest aren’t the ones who feel zero doubt.
They’re the ones who learn how to think clearly while feeling it.

Confidence doesn’t come from titles.

It comes from being able to prepare your arguments, anticipate objections, and guide a room toward a decision even when you don’t have perfect certainty.

If you’re feeling that discomfort right now, it probably means you’re operating at a higher level than you were six months ago.

And that’s not fraud. That’s growth.

If imposter syndrome is showing up in senior rooms, it’s time to strengthen how you prepare, frame, and defend your decisions.

Join the next Persuading People cohort and build that muscle deliberately like 100+ PMs did.

If my course doesn’t change you, you get your tuition back. 

Last chance to save 33% when you register today https://lnkd.in/d7STtuG8

For years, I used to believe great PMs were better thinkers. 
But I was wrong.

They're better narrators.

After almost 2 decades as a PM and Group PM, mentoring 150+ PMs, I can tell within 10 minutes who is operating at the next level.

Not by looking at their roadmap or metrics. But from how they tell the story.

Average PM: We shipped X. It improved Y by 12%.

Strong PM: Three quarters ago, we were losing users at onboarding because of friction in step 2. We believed speed was the issue. It wasn't. It was trust. Here's what we changed. Here's what it unlocked.

Same outcome, but a completely different signal.

The PMs who move up consistently know how to:

→ Build a Story Map before they open a deck
→ Define the one transformation they want from their audience
→ Tap into what their audience actually cares about - not what they assume
→ Find the "Super Why" that motivates action, not just understanding
→ Open with a knowledge gap that makes the room lean in
→ Use emotional tension to make the status quo feel uncomfortable
→ Choose the right narrative structure for the right audience
→ Turn their appendix into a trust signal with executives
→ Deliver with the kind of conviction that makes belief contagious
→ Debrief after every pitch so their storytelling compounds over time

They don't just ship. They shape meaning.

And that's what executives are really evaluating.

This is why two PMs with identical execution histories end up on different trajectories.

One reports, the other reframes.
One explains what happened, the other defines why it mattered.

If you look at those 12 storytelling patterns carefully, they're not communication skills. They're leadership behaviors that look like storytelling.

That's the shift most PMs miss.

You don't become a product leader when someone gives you the title. You become one when you control the narrative before anyone asks you to.

If this resonates, save it.

And if you see yourself in 5 or more of those 12 signals, you're already playing a different game.

If you're reading this and realizing you've been shipping well but not shaping belief, that's exactly what I teach in Persuading People: The PM's Edge in the Age of AI.

More than 150 PMs have used it to sharpen how they frame decisions, lead rooms, and earn bigger bets.

If you're ready to move lanes, register here: https://lnkd.in/dB7xfrvr

I’m a PM on paper. But in meetings, I feel like an assistant.


I saw that line on Reddit this week.

It was from a PM who was exhausted.
The person wasn’t bad at their job.
They were shipping, their metrics were green, and roadmaps were full.

But in exec reviews, they’d present, then someone else would restate the problem in simpler terms, and that version would land.

That part is painful.

Because it makes you question yourself.

You think, “Didn’t I just say that?”

You did.

But you said it like a PM updating status.

They said it like someone setting stakes.

That Reddit thread also said, “When I stopped explaining what we built and started explaining what breaks if we don’t act, the room changed.”

Nothing about the work changed.
The framing did.

A lot of good PMs get stuck here.

They think influence comes from being thorough.
So they add more detail.
More context and slides.

But senior rooms don’t reward completeness.

They reward clarity.

And this is where AI makes it worse.

AI will help you generate perfect updates.
It will make your slides cleaner.
It will summarize your thinking beautifully.

Which means “clear documentation” is no longer a differentiator.

What’s left?

Judgment, framing, and timing.

The ability to walk into a room and say the thing that actually matters.

That’s not a communication trick. That’s a skill.

And most PMs only realize they’re missing it when they start feeling invisible.

If you’ve ever walked out of a meeting feeling invisible despite doing solid work, this is a skill worth building deliberately.

That’s exactly why I built Persuading People: The PM's Edge in the Age of AI
If you want to move from “update person” to “trusted voice,” register here: https://lnkd.in/dB7xfrvr

Senior PM and Group PM comp grew +25% and +13% in the last 2 years.
If you’re still “doing your job well and waiting for a promotion", you’re in the wrong lane.

That kind of jump doesn’t happen because everyone suddenly got better at writing PRDs.

It happens because companies are paying a premium for a different kind of PM.

Over the last decade, I’ve watched this shift up close.

There was a time when being reliable was enough.
If you shipped on time, kept stakeholders informed, and hit your metric.
That used to earn you the next title.

In 2026, promotion conversations sound different.

The questions aren’t: Did they deliver?

They’re:
↳ Would I trust them with a bigger bet?
↳ Can they handle ambiguity without escalating?
↳ Do they think in business tradeoffs, not feature requests?

The PMs moving up fastest are already operating one level above.

↳ They frame problems in terms of company impact, not backlog priority.
↳ They make tradeoffs explicit instead of smoothing them over.
↳ They drive alignment before the meeting, not inside it.
↳ They communicate with clarity that reduces anxiety in the room.

They don’t wait for the title to start acting like a product leader.
That’s the real shift.

If your plan is to “do great work and let it speak for itself,” you’re competing in a crowded tier.

At the top, clarity, judgment, and influence are the differentiators.

Comp growth is just the market’s way of pricing that in.

If you want to operate at the next level before anyone hands it to you, that’s exactly why I built Persuading People: The PM’s Edge in the Age of AI.

More than 150 PMs have used it to sharpen how they frame decisions, lead rooms, and earn bigger bets.

If you’re ready to move lanes, register here: https://lnkd.in/dB7xfrvr?

Netflix just posted a role paying $775,000. For someone who can write words and tell a story. If you're a PM wondering what leadership actually values, there's your answer.

Here's what's happening in the market right now.
Anthropic tripled its communications team last year.
OpenAI has open comms roles paying over $400,000.
Job postings on LinkedIn mentioning "storyteller" have doubled.

This isn't a coincidence.

AI is flooding every company with content. Decks, updates, summaries, briefs - all generated in seconds. All sounding exactly the same.

And in that sea of sameness, the person who can communicate with clarity and human conviction has become the scarcest resource in the building.

I saw this long before the market caught up.
At Google and Meta, the PMs who got the biggest bets weren't always the most technically gifted.

They were the ones who could walk into a room and make leadership feel the weight of a problem, before a single slide went up.

That skill didn't show up in job descriptions back then.
Now companies are paying $775,000 for it.

As a PM you have been trained to optimize for output.
Ship faster, build more, and move the metric.

But leadership doesn't promote the PM who builds the most.
They promote the PM who makes them confident in what's being built, and why it matters.

That confidence doesn't come from your roadmap.
It comes from your story.

AI can generate content. It cannot generate credibility.
And in 2026, that distinction is worth more than any technical skill you could add to your resume.

The hottest job in tech is weaving together a compelling story.
Make sure you're the PM who knows how to do this.

P.S. If you want to understand why companies are suddenly paying top dollar for communicators, not just builders, I did a deep dive on this in a Maven session: Persuading People: The Skill AI Can’t Replace.

In 30 minutes, I walk through how to structure arguments, frame tradeoffs, and anticipate objections in high-stakes rooms.

It’s available free here: https://lnkd.in/gNQxUqRp

PMs when someone finally mentions product vision, because we've spent the last three months being asked why the button isn't blue yet.

Every PM knows this feeling.

You got into this role to solve real problems, shape strategy, and build something that actually matters.

Then Monday arrives, and your calendar is back-to-back with spec reviews, stakeholder complaints, and a very heated Slack thread about font sizes.

The dangerous part isn't the distraction. It's how easy it is to start believing that's the job.

The PMs I've seen stall out aren't lazy or unambitious.

They just slowly stopped asking the bigger questions: why are we building this, what does winning actually look like, what would we stop doing if we were serious about the strategy, because nobody around them was asking those questions either.

The best PMs I've worked with never fully let go of that.
Even when they were deep in execution, when the quarter was on fire, they kept one hand on the vision.

It's what made their decisions faster, their tradeoffs cleaner, and their roadmaps feel like a direction instead of a list.

The button color matters. But only if you know why the button should exist in the first place.

If you want to operate that way, where vision and execution aren't opposites but the same muscle, that's exactly what I focus on inside Persuading People: The PM's Edge in the Age of AI.

Register here if you want to go from a PM to a product leader: https://lnkd.in/dB7xfrvr

As a GPM at Google, I've sat in 100s of product reviews. And I can tell you the exact moment a PM loses the room.

It's not when the data is weak, or when the roadmap is half-baked.

It's when they stand up and spend 20 minutes talking about what they built, and zero minutes talking about what someone felt.

I've watched talented PMs walk in with beautiful decks.
Polished metrics, clean timelines, and thorough feature breakdowns.
And still walk out without the decision they needed.

Because they described the product. Not the experience.
There's a difference. And it's everything.

Describing the product sounds like this:
"We redesigned the onboarding flow and reduced steps from seven to four."

Describing the experience sounds like this:
"A new user can now reach their first 'aha moment' in under two minutes, without needing to contact support."

Same work, but a completely different story.
One tells leadership what you did.
The other makes them feel why it matters.

Senior stakeholders don't sit in meetings to learn about your product. They sit in meetings to decide what's worth betting on next.

And nobody bets on features.

They bet on outcomes, and on feeling like something real is going to change for someone.

When I was leading teams at Google, the PMs who got resources weren't always the ones with the strongest data.
They were the ones who could make leadership feel the weight of the problem, and the relief of the solution.

If your meetings keep turning into Q&A sessions instead of decisions, don't go back and fix your slides.

Fix your story. Then build everything you say around that.

P.S. I designed the live "Persuading People: The PM's Edge in the Age of AI" cohort to help you 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

The most engaged I've ever seen a leadership team during a PM presentation was when the PM said, "There was one thing we got completely wrong, and I'll get to it in a moment."

The room that had been half-checking phones suddenly wasn't.

At Google and Meta, I've spent over a decade watching PMs present to leadership.

The ones who lose the room almost never lose it because their content is weak.

They lose it because they assume that being given the floor means they have people's attention.

Those are two completely different things.

Getting 30 minutes on a leadership calendar is not the same as getting 30 minutes of genuine focus from the people in it.

Attention has to be earned, continuously, throughout the presentation, not just at the start.

The PMs who hold rooms understand this instinctively.

- They read the energy as they go.

- They know when the room is drifting, and they do something about it: a sharp question, an unexpected admission, a moment of tension that pulls people back in.

- They treat the presentation less like a delivery and more like a conversation they're actively managing.

Most PMs prepare obsessively for what they'll say and almost not at all for how they'll keep people genuinely present while they say it.

That gap is where good ideas die, not because the idea wasn't good enough, but because the room had mentally moved on before the ask even landed.

Your next presentation will be judged not just on the quality of your thinking, but on how well you held the room's attention long enough for that thinking to actually land.

Hit repost if you agree. 

P.S. If this resonates, and you want to learn how to hold a room register for my upcoming cohort, Persuading People: The PM's Edge in the Age of AI.

150+ PMs have used it to sharpen how they frame decisions, lead rooms, and earn bigger bets.

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

Something interesting is happening quietly in Product.


The PMs who feel the AI shift coming are not panicking anymore.
They’re upgrading.

Over the last few months, I’ve watched more senior PMs deliberately invest in one specific skill.

They’re sharpening how they think and communicate.

Because AI is now commendable at generating:
Strategy drafts, PRDs, competitive analyses, deck outlines, and executive summaries. In seconds.

So if your edge was “I write good docs” or “I pull great data,” that advantage is compressing fast.

The PMs who see this clearly are doing something different.

They’re building the one skill AI can’t replicate: Conviction in a room.

The ability to:

- Frame a problem so leadership feels it
- Anticipate objections before they surface
- Guide a debate without escalating it
- Turn ambiguity into a call

That skill compounds.

AI isn’t replacing PMs.

It’s compressing the average ones.

If you wait for your performance review to tell you this matters, you’re late.
If you invest before the pressure forces you to, you’re ahead.
This is why so many PMs are choosing to build persuasive clarity now.

Because it’s becoming visible who can move a room, and who can’t.

AI won’t replace PMs.
But it will compress the gap between average and excellent.

If you’re serious about being on the right side of that gap, that’s exactly why I created “Persuading People: The PM’s Edge in the Age of AI.”

More than 140 PMs have already used it to sharpen how they frame, defend, and drive decisions.

If you’re ready to be the PM leadership trusts with the biggest calls, register here: https://lnkd.in/dB7xfrvr

Next Monday will look exactly like this Monday.

Same meetings. Same dynamics. Same frustrations.

Unless you do something different.

Most PMs don’t plateau because they lack talent.
They plateau because they keep waiting for the “right time” to build the skill that actually changes their trajectory.

You already have the ideas.
The strategy.
The analysis.

But if you can’t:
↳ Frame trade-offs so leaders trust your judgment
↳ Make a skeptical room feel clear instead of confused
↳ Turn messy inputs into a confident call

...you stay the “reliable one”.

Trusted to execute.
Not trusted to lead.

That’s the difference persuasion makes.
And it’s exactly what I teach inside my live Maven cohort → Persuading People: The PM’s Edge in the Age of AI.

This isn’t about presenting better slides.

It’s about becoming the PM who can:
🔥 Rally a room around a clear direction
🔥 Influence senior leaders when stakes are high
🔥 Shape strategy through narrative, not just analysis

Enrollment closes in 3 days.

If you’re thinking, “Now isn’t perfect timing” – remember:
Next Monday will look exactly like this Monday unless you change something.

And to remove the risk entirely:
↳ 100% tuition-back guarantee
↳ Move to a later cohort if your schedule changes

The only real cost is staying exactly where you are.

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

No alternative text description for this image

Hard truth:
Waiting feels safe.
It’s not.

The cost isn’t the tuition.
It’s another quarter being the PM who executes instead of influences.

The PMs who grow fastest aren’t better.
They just recognize moments where waiting has a cost.

This is one of those moments.

🚨 Doors close tomorrow.

Link to enroll is in the post below.

When I first came to the U.S. in 2017, I thought hard work alone would get me through.
I was wrong.

My first semester left me with a 1.77 GPA, $100,000 in student loans, and a probation letter.
I failed interviews. Applied to thousands of jobs. Heard “no” more times than I can count.

But step by step, I figured it out.
- I learned how to network authentically.
- I learned how to recover from rejection and negotiate offers.
- I learned how to build a career in a country where your visa status is often the biggest barrier.

That journey taught me one thing: career growth is about moving “From Where You Are to Where You Want to Be,” and that became my motto.

And it took me from rejections → OYO → Amazon → Microsoft.

Today, I coach professionals — especially immigrants — to land their American dream jobs and thrive in the U.S. job market.

→ Resume + LinkedIn positioning
→ Networking strategies that actually work
→ Interview prep (behavioral + technical)
→ Salary + visa negotiation

Because I know what it feels like to struggle, and I also know what it takes to turn things around.

📌 What do I do now at That Indian Coach?
I help job seekers cut through the noise, skip the endless rejections, and build careers they’re proud of.

DM me if you want to land your next role in the U.S. - faster and smarter.

Rakshit Goyal

From someone who was bad in school and academics and called a dimwit and unintelligent got the Einstein Visa approved :D

This one is not for me, but for everyone who has felt useless, underrated, and undervalued all their lives. 

I was never good at academics, as I used to fail in at least one subject every year.
I used to stammer and shake on stage.
I could not complete one sentence in english and I studied in Bhavan’s (imagine the humiliation)
I didn’t score even 70% in my 10, 12, Bachelor’s, or Master’s.

At some point, I accepted that I suck in academics. 

Then in 2009, I changed gears. I stopped focusing on academics and started trying random other things. 

I literally told myself, “Ye toh ho nahi raha, kuch aur try karte hain.”

I started with basic debates in engineering school, then did a couple of plays, got some recognition, so I moved toward AIESEC and MUNs, 
organized my state’s biggest Model UN Conference, and also founded India’s first private organization that spread awareness about UN missions and activities. 

One of my team members randomly applied for the Tata First Dot Award. We became the Top 25 Most Innovative Startups of the Year.

I ended up coaching 5,000+ students through conferences and mentorship in India.

Then I moved to the U.S., and history repeated itself. 
I failed my first semester in my Master’s.

Somehow pulled myself together. Started my career at OYO.
Then Amazon. Then Microsoft.

Along the way, I kept saying yes to stages.
Spoke at 30+ events across India and the U.S.
Got nominated as Best Alumni at UT Dallas.
Pivoted again and became “That Indian Coach.”

None of this was planned.

It was just one thing after another.
All of it added up.

And today, I’m proud to say I’m officially an O-1 visa holder.
If you know what that means, you know it’s not given for grades.

It’s given for sustained impact.
This post isn’t about a visa.

It’s for anyone who feels like they’re not good at the normal path.

Don’t stop.

If one road isn’t working, change lanes.

Make your own thing.

Eventually, the world gives credit to consistency.

Ex-Hiring Manager | Forbes Council Member | O-1 Recipient | I help professionals land Finance, Supply Chain, People & Analytics roles at Amazon, Microsoft & more | 500+ professionals coached

11 job boards other than LinkedIn that can help you land your dream role.


Most job seekers stick to LinkedIn’s “Easy Apply,” and their resume ends up in a pile of 1,000+ applications.

If you want results, you need to diversify.

Here are platforms you can use to crack a high-paying role.

1. Indeed
Still the largest job site in the world. Employers across industries post here daily, and you’ll often find roles before they show up elsewhere.

Link: https://www.indeed.com

2. Glassdoor
Great for researching salaries and company reviews alongside openings. If you want to know what you’re walking into, this is the place.

Link: https://www.glassdoor.com

3. ZipRecruiter
Known for its matching technology. Instead of just searching, ZipRecruiter actively puts your profile in front of employers.

Link: https://lnkd.in/gfZJmeJH

4. Wellfound (formerly AngelList Talent)
If you’re curious about startups or high-growth companies, this is where you’ll find them. Many roles aren’t listed on traditional job boards.

Link: https://wellfound.com

5. Dice
One of the most established tech-focused boards. Ideal if you’re in IT, data, or engineering and want companies that understand technical hiring.

Link: https://www.dice.com

6. Hired
A reverse model: instead of applying, companies reach out to you. Works best if you have a strong tech resume and want faster traction.

Link: https://hired.com

7. FlexJobs
Curated for remote and flexible jobs. Every posting is vetted, so you don’t waste time on scams or “fake” remote roles.

Link: https://www.flexjobs.com

8. We Work Remotely
A trusted hub for startups and global companies offering fully remote work. If location flexibility matters, start here.

Link: https://weworkremotely.com

9. RemoteOK
Especially strong for digital-first roles in tech, design, and product. A favorite for digital nomads and those outside big tech hubs.

Link: https://remoteok.com

10. eFinancialCareers
Tailored for banking, finance, and investment roles. If your background is in numbers, this is where serious recruiters look.

Link: https://lnkd.in/gd_vvwkp

11. Idealist
Focused on nonprofit, social impact, and mission-driven work. Perfect if you care about purpose as much as a paycheck.

Link: https://www.idealist.org

- Don’t just spray applications. Tailor your resume to the role.
- Track where you apply - duplication can hurt your chances.
- Remember: job boards should be 30% of your strategy. The other 70% should be networking and referrals.

Most candidates stay stuck because they’re over-reliant on LinkedIn. The ones who land faster diversify their search.

Repost this if you believe that you’ll land a job before 2026 ends.

P.S. Follow Rakshit Goyal - That Indian Coach if you’re a job seeker in the U.S. and feel stuck or confused about what to do next. I share what I wish someone had told me earlier to land more interviews and offers.

Hiring managers at Amazon love asking, "Tell me about a time you failed." Here’s exactly how I’d answer so I don’t ramble, overshare, or get defensive.

Most candidates pick a fake failure or blame the situation. Amazon is listening for Ownership, Dive Deep, Bias for Action, Earn Trust, and Learn and Be Curious.

Here is the format that works.

Step 1: Pick the right failure

Choose a story where:
You had real responsibility and the stakes were visible.
The failure is clear and measurable.
You fixed it, then used the learning later with better results.
Avoid humblebrags like “I care too much” or “I work too hard.”

Step 2: Setup in 30 seconds
Role, goal, and what went wrong. Own it, do not sugarcoat it.

Template:
“Last year as [role], I owned [goal]. I missed [target or deadline] by [metric]. That is on me. Here is what happened and what I changed.”

Step 3: Diagnosis that proves you Dive Deep
Spell out how you found the root cause. Mention data, customers, and mechanisms.

Template:
“I reviewed [data sets, tickets, forecasts], spoke with [X stakeholders], and found the root cause was [specific, not generic].”

Step 4: Actions that show Bias for Action
Describe the exact actions, not just intent. Mention who you aligned and what you shipped.

Template:
“I paused [risky activity], created [new workflow or dashboard], aligned [teams], and implemented [process or guardrail] within [timeframe].”

Step 5: Outcomes with numbers
Share the result after the fix. If the initial impact was negative, quantify it briefly, then spend more time on the turnaround.

Template:
“Initially we lost [impact]. After the changes, [metric] improved from A to B within [time].”

Step 6: Learning you reused
Tie it off with a mechanism you now use and where it worked later. This is where most candidates win or lose.

Template:
“I now use [mechanism or checklist] on similar projects. On the next project, it helped us achieve [measurable result].”

(Example answer you can rehearse in 90 seconds in comments)

Share this with someone preparing for Amazon.

P.S. DM me if you are ready to land your next finance, supply chain, or people management role in the U.S. I've helped 500+ job seekers find clarity, and direction in their careers.

I've 120 days left on my U.S. visa, and I've already spent 90 days looking for a job. But only got rejections.

I hear this often from job seekers, especially mid-career professionals.

They’ve worked before, and they know their stuff.
They’re just tired.

And when we start talking, the pattern shows up fast.

Those 90 days weren’t spent searching for a job.
They spent doing everything at once.

→ Applying to anything that looked close.
→ Tweaking the resume every night.
→ Reaching out to random people on LinkedIn.
→ Prepping for interviews without knowing which role they were actually aiming for.

It feels productive. But it doesn’t move the needle.

You can’t afford to “figure it out as you go” when your visa clock is ticking.

I’ve seen people land roles in 30 days, not because the market suddenly improved, but because they stopped reacting and started being intentional.

→ They picked one role.
→ They focused on companies that actually sponsor.
→ They fixed their resume once, properly.
→ They networked with a reason, not desperation.

Same effort. Very different outcome.

When time is limited, randomness is expensive.

If you’re down to your last few months, this isn’t about working harder.
It’s about doing fewer things, on purpose.

P.S. If this sounds like you, DM me. I won’t give you motivation. I’ll help you build a plan you can actually follow, and land your dream finance, supply chain, or people management role in the U.S.

Yesterday, Block laid off 4,000 people. A few days ago, Amazon quietly did an internal layoff. It’s starting to feel like layoffs are the new normal in 2026.

And if history is any guide, eBay, Meta, and others may follow in the coming months.

Layoffs are no longer rare events. 
Companies don't take time and fire people the moment their:
- Margins tighten
- AI investments rise
- Efficiency targets increase

Headcount becomes the easiest lever.

If you’re waiting for stability to return before making a move, you may be waiting a long time.

I’ve been on the receiving end of that calendar invite.
I’ve had meetings wiped from my calendar.
I’ve heard, “This is business, nothing personal.”

But it always feels personal.

Some people impacted are waiting on promotions.
Some on bonuses.
Some on visa approvals.
Some just bought homes.

That's why it is so important to:

- Update your resume before you need it
- Reconnect with 5 people this month
- Document measurable impact at work
- Start interviewing even if you’re “comfortable”

Don’t wait for the layoff email to start planning your exit strategy.

The safest position in 2026 is leverage.

P.S. If you’re in Finance, Supply Chain, or Program roles and want to quietly build a plan before you need one, DM me.

Rahul was laid off from PetSmart. He tried everything, but for almost a year, nothing worked. And recently, he joined Amazon as a Business Intelligence Engineer II.

When Rahul got laid off, he did everything that a job seeker does: he applied and asked for referrals. Some interviews came close, but nothing converted.

After spending years in one company, the job market felt very different.
His interview reflexes were rusty, and even though he wanted to move into Business Intelligence roles, his previous experience wasn’t clearly positioned that way.

When Rahul reached out, the first thing we realized was simple:
He didn’t lack experience. He lacked positioning.
So we slowed things down and fixed the basics.

- We reshaped his resume so his work reflected data-driven decisions and business impact, not just the tools he used.

- We practiced structured interview responses so his answers sounded confident and clear again.

- And we prepared specifically for the companies he was interviewing with.

Soon, Rahul started getting traction.
He landed interviews with Meta and Amazon.

The Meta interview didn’t go the way he hoped. And that happens. One interview rarely defines the outcome.

But for Amazon, Rahul was ready.

We focused heavily on aligning his stories with Amazon’s Leadership Principles, something many candidates underestimate.

When the interviews happened, his answers clicked.

Clear ownership, strong business thinking, and real examples.
And recently, Rahul joined Amazon as a Business Intelligence Engineer II.

A year of uncertainty didn’t end his career.
It just took the right positioning and preparation to unlock the next chapter.

If you’re stuck in a long job search and it feels like nothing is working, sometimes the answer isn’t sending more applications. DM me.

I help mid-career professionals in finance, supply chain, and data land their dream roles.

I wrote something for Forbes that I think a lot of job seekers need to hear.


A lot of job seekers believe one thing will change their career overnight:
“If I just get one more certification, recruiters will finally notice me.”

I used to believe that too.

But after working inside companies like Amazon and Microsoft, and after coaching 500+ professionals, I’ve seen how hiring decisions actually work.

Most hiring managers don’t reject candidates because they lack certifications.
They reject candidates because they can’t clearly see the impact the person has created.

A certification might help you learn a skill.

But it rarely answers the questions companies actually care about:

→ What problems can you solve?
→ Have you done it before?
→ Can you influence decisions or teams?
→ Will you create measurable business value?

That’s why I shared this perspective recently in a Forbes Coaches Council article.

In the piece, I talk about why certifications alone rarely change hiring outcomes, and what actually moves the needle when companies decide who to hire.

Because in most cases, it’s not another badge on your resume. It’s positioning your experience in a way that shows real impact.

If you’re relying only on courses and certifications to land your next role, you might be solving the wrong problem.

The real question is: Does your resume and story show the value you bring?
Because certifications don't change hiring decisions. They validate decisions that are already being made.

If a hiring manager is already interested in you, a certification confirms that you know the thing. But if they're not interested, the certification doesn't make them care.

In the article, you can learn why certifications feel like progress but rarely move the needle. And what you should focus on instead if you actually want different results.

It just got published in Forbes Coaches Council, my first article for them.

You can find the link in the comments.

This resume has 11+ years of experience, but it still got rejected by 10+ companies. And if I were a recruiter, I would have rejected it too.

Before you ever walk into an interview room, your resume is the only thing speaking for you.
It’s your first impression.

And if it doesn’t show your impact clearly, recruiters will move on in seconds.

Here’s what went wrong with this one:

1. The headline undersells the candidate
“Service Delivery Ops Specialist | Accenture, Noida | Experience: 11 Years”
→ It reads like a job description, not a personal brand.

Recruiters want to know: what are you best at? What’s your superpower?

2. The summary is just a task list
“Finance Analytics and Operations | Over 11 Years of Experience in…”
→ It’s a list of responsibilities, but no proof of outcomes.

Imagine instead:
“Drove €18M in savings by optimizing global supply chain processes across 45+ markets.”

3. Skills are overwhelming, not strategic
SQL, SAP, BI tools, Excel, SharePoint, 20+ items crammed in.
Recruiters don’t need everything you’ve ever touched.
They want 6–8 core strengths tied to the role you’re applying for.

4. Achievements are hidden inside paragraphs
For example:
“Streamlined RCA process by Automating Loss Tracker and Loss File Publication…”
That’s gold. But it’s lost in a sea of words.

Impact bullets need to be sharp, quantifiable, and easy to scan.

5. The layout wastes prime real estate
The top half should scream: 11 years, €XX saved, X% efficiency improved, X markets led. Instead, it reads like an internal project report.

So we rewrote it from scratch, and I documented the process.

Repost this to help someone stuck in the rejection cycle.

P.S. If you’re in finance, supply chain, data, or HR and need help landing your next interview and high-level offer, DM me. I’ll help you build the kind of resume and strategy that turns into offers.

Here's how I'd reach out to a recruiter on LinkedIn if I were looking for a role in Finance, Supply Chain, or Data/Tech.

Most people do this:

"Hi [Name], I saw you're hiring for [role]. I'm very interested. Here's my resume. Let me know if there's a fit."

That gets ignored 9 times out of 10.

Here's what actually works (it worked for me several times):

"Hi [name], I saw the [specific role] posting on your team. I noticed you're looking for someone with experience in [specific skill from the job description].

At [current/previous company], I [specific relevant thing you did that matches what they need]. Happy to share more context if it's helpful.

Either way, appreciate the work your team is doing in [specific area]."

That's it.

Keep it short, specific, and show you actually read the role.

It works because you are not asking for anything.

You're showing relevance.

You're making it easy for them to see why they should respond.

Recruiters want to fill roles. If you make their job easier by showing you're a match, they'll respond.

Outreach like this changed my entire career. I went from sending 100 applications and hearing nothing to getting interviews from messages.

Because I learned how to show up in a way that actually gets noticed.

P.S. DM me if you are looking for finance, supply chain, and data roles in the U.S. I'll share what has worked for 500+ professionals, so you can land more interviews and offers.

Bonus: Here are some recruiters who hire in these fields.

📌 Finance

1. Lisa Bowman - Finance Recruiting @ Google
2. Vickie Chan - Senior Recruiter - Finance at Uber
3. Nicole Jacks - Finance Recruiting Google
4. Kirsten Carabott- Senior Talent Acquisition Specialist
5. Tasha Phillips - Sr. Sourcing Recruiter - Finance @ Amazon

📌 Supply chain

1. Carlos Paniagua - Sourcing Recruiter (Non-Tech) at Amazon Pharmacy
2. Sapana Singh - Sourcing Recruiter - Amazon
3. Joey Trowbridge - Sourcing/Recruiting at Apple
4. Kevin Smith - Sourcing Recruiter @ Apple
5. Eleza Kotti - Recruiting Sourcer at NVIDIA

📌 Data and Tech

1. Rajat Uniyal - Talent Acquisition Lead @ Tiger Analytics
2. Priyanka G - Technical Recruiter @ People Tech Group Inc
3. Tina Bhatia - Lead Technical Recruiter @ The Walt Disney Company
4. Sapir Levinhar Be- Recruiting @ Jane Street

I cracked a Finance Manager role at Microsoft. Here's how I'd do it again.

Most people think landing at a company like Microsoft is about having the perfect resume or knowing someone on the inside.

That helps. But it's not what got me through the door.

Here's what actually worked.

1. I studied the business, not just the role
I didn't just read the job description. I looked at Microsoft's quarterly earnings. Their growth areas. Where they were investing. 

When they asked "Why Microsoft?" I didn't give generic answers. 
I talked about their cloud growth trajectory and how finance was evolving to support that scale.

2. I prepared stories that showed business impact.
They didn't care that I was good at Excel. Everyone's good at Excel.

They cared if I'd ever built a financial model that changed a decision. 
Or identified a cost issue that saved money. 
Or led a forecast that actually helped leadership plan.

I picked 5 stories that showed I could think like a business partner.

3. I practiced talking about ambiguity
Microsoft doesn't want people who need perfect data to make decisions. They want people who can work with incomplete information and still move forward.

So when they asked behavioral questions, I didn't talk about times everything went smoothly. I talked about times I had to make calls without all the answers.

The process took multiple weeks, four rounds. And I got the offer.

It didn't happen because I was the smartest person they interviewed. It happened because I showed them I understood what the role actually required and that I'd already started thinking like someone who worked there.

If you're prepping for a Finance Manager role at Google, Amazon, or any top company, don't just study the job description.

Study the business. Prepare stories that show impact. Practice talking about ambiguity. Ask questions like you're already there.

That's what gets you through.

DM me if you need help landing interviews and offers. I've helped 500+ mid-career professionals land their dream roles with strategies that work.

Vaani landed a $135K Finance role at eBay after negotiating up from $130K, and added a $22K sign-on bonus that wasn't even on the table.

Vaani moved from India to the U.S. after marriage, completed her Master's in Finance from SJSU, and started looking for roles.

When we started working together, the goal wasn't just "get any job." It was land the right role, in the right city, with the right comp.

So we didn't just fix her resume and hope. 
- We went deep on interview prep. 
- Refined her story so it was clear and confident. 
- Ran mock interviews until her answers were sharp. 
- Helped her reach out to the right people inside target companies.

The work paid off.

She started getting traction. Then offers. Gap, Micron, and eBay.

But here's where most people stop thinking strategically.

Gap had red flags around company stability. Micron was solid but not in her preferred location.

Then eBay came through. San Jose. The city she wanted.

And when the offer arrived, we didn't just accept it.

They initially offered:
→ $130K base
→ 10% annual bonus

We negotiated it to:
→ $135K base
→ 10% annual bonus
→ $22K sign-on bonus that wasn't even on the table

That's $27K more in year one.

Not because she got lucky. Because she knew how to negotiate without fear.

Vaani didn't just land a role. She landed the right one. Location, comp, and clarity all aligned.

Most people think job search success is about luck. It's not.

It's about preparation, positioning, and knowing when to push for more.

P.S. If you're a finance professional in the U.S. trying to land better roles and negotiate stronger offers, DM me. Let's build a strategy to land your next interview and offer.

And one more published!

Thank you Forbes Coaches Council for publishing my 2nd expert opinion piece.

While middle managers may seem like easy targets for organizations seeking leaner operations and flatter structures, this strategic role is actually essential. 

Read more at https://hubs.li/Q044y9YB0 from Daria Rudnik of Daria Rudnik Coaching & Consulting, Ariel McGrew, PhD, LPC (CO), LPCC (NM), NCC, NPT-C of Tactful Disruption®, Mariama Boney, LMSW, CAE, CPEC, CTS, SHRM-SCP of Achieve More LLC, Tony Cooke of Bartlett Cooke Group, Sandra Samuel-Balogun of The CPA Leader, Jodie Charlop of Exceleration Partners, Cheryl Breukelman of Epiphany Coaches Inc., Alex Draper of DX Learning Solutions, Alla Adam of Adam Impact Institute, Jennifer Wisdom of Wisdom Consulting, Anastasia Paruntseva of Visionary Partners Ltd., Jim Vaselopulos of Rafti Advisors, LLC, Stephan Martin Lendi of Newbury Media & Communications GmbH, Joelle Jay of Leadership Research Institute, Chantée Christian MBA, PMP, CCMP, PCC of My Best SHIFT, Thomas Lim of Centre for Systems Leadership (SIM Academy), Rakshit Goyal of That Indian Coach, Rahul Karan Sharma of Steady Steps, and Prof Dr. Parin Somani of London Organisation of Skills Development Ltd

Open article: Big Benefits For Organizations That Invest In Middle Management by hubs.li

Big Benefits For Organizations That Invest In Middle Management

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