AmplifyPM

Founded AmplifyPM to transform great Product Managers into even greater Product Leaders.

AmplifyPM was born from a synthesis of my passion for teaching and a recognition that too many PMs hit career roadblocks from a lack of key leadership skills (that nobody ever teaches). AmplifyPM leverages my over two decades of experience building products and high-caliber teams at world-class companies to empower PMs with the essential skills for success. Learn more at AmplifyPM.com.

Founder

Google

Led Google's Messages & Rich Communication Services (RCS) team - Android’s equivalent to iMessage.  RCS brings rich messaging to 1B+ Android Messages users across the globe.  Managed a team of product managers and led a 300+ person org with a $xxxM annual budget.

Previously, built Google's OTT Comms growth organization from the ground up.  Drove product strategy for user retention & acquisition, experimentation frameworks, and growth analytics.  Mentored other teams within Google on establishing growth teams.

Group Product Manager

Product Manager

Bazaarvoice

Led the company’s top product initiatives to create a defensible content & developer ecosystem and build a specialized data asset to enable the company’s next phase of growth.  Led multiple vendor and acquisition evaluations from opportunity analysis through launch to accelerate time-to-market in key business areas.

Director of Product Management

TrialPay, Inc.

Launched and managed products at a venture-backed alternative payments company. Built and managed a new business vertical to increase conversions through a proprietary incentive platform. Led product efforts to build an e-commerce engine from the ground up. Participated in both early & late-stage sales and business development deals as founding member of the sales engineering team. Worked closely with the founder and executive team.

Senior Product Manager

Yahoo!

Worked on Yahoo's next-generation Search Advertising Platform as a member of the Project Panama Team. Responsible for key backend components (e.g. editorial & geo-targeting systems). Led initiatives to streamline common development processes and improve poorly designed components; received recognition of accomplishments within 6 months of joining the team.

Software Engineer

Oracle Corporation

Worked with the iStore group to provide B2B and B2C e-commerce solutions. Led a high-visibility, high-impact project within 3 months of joining the team. Also worked with the DataGuard group to provide disaster recovery solutions for Oracle databases.

Zaplet, Inc.

Built consumer and enterprise software at a venture-backed software company.  Designed and implemented integral components of the Zaplet enterprise platform using Java, JSP, Enterprise Java Beans, and XML.  Scaled various processes as the business grew (e.g. new-hire training, documentation & coding standards, etc.).

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

Give me 20 seconds, and I will tell you exactly what kind of PM every company like Google, Meta, and Microsoft fights to hire.

It is not the PM with the most frameworks.
It is not the PM with the cleanest Jira board.
It is not even the PM with the strongest execution record.

Top companies hire the PM who demonstrates one critical trait:
Judgement.

When people trust your judgment, they can trust you with bigger problems, bigger scope, and bigger teams.

How do these PMs demonstrate judgement?
They make their thinking easy to follow.

Here is what these PMs do differently:

1. They lead with the problem, not the work.
They show the stakes first. People lean in.

2. They tell you what the data means, not what the data is.
Anyone can present numbers. Few can turn numbers into direction.

3. They make decisions simple to understand.
Not simplistic, just clear.

4. They shape the conversation.
Without dominating it. Without overselling. Without sounding defensive.

These PMs do not always have the loudest voice.
They simply create clarity everywhere they go. And clarity is what leaders hire.

If you have ever felt like your performance is strong but people still miss the value behind it, this is the skill you need next.

P.S. Enrollment for my upcoming cohort on Persuasive Storytelling for PMs is closing soon. 

Like 100+ thriving PMs I guided, if you also want to build the communication skill that helps you get seen and paid like a leader, register here: https://lnkd.in/dwvXarPH

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.

What Product Managers say V/S what they actually mean. I swear every PM reads these and thinks, “Yeah… that checks out.”

PM says: “We should validate this with data.”
Means: “Someone is going to challenge this, and I need armor.”

PM says: “We are refining the problem statement.”
Means: “Five people said five different things, and I somehow have to piece this together.”

PM says: “We may need more time.”
Means: “This timeline was fiction from the start.”

PM says: “Let’s keep this high level.”
Means: “If we go deeper, we will be here for three hours.”

PM says: “We need alignment.”
Means: “Everyone thinks they are solving a different problem.”

PM says: “This is a simple change.”
Means: “It is not simple at all, but I cannot open that can of worms right now.”

PM says: “I will follow up offline.”
Means: “Nobody agreed, and now I need to calm everyone down one by one.”

We laugh at these, but they are real.

Most of the PM job is translating what you really mean into something people can actually act on.

And honestly, it gets easier when you learn how to structure your message clearly.

Share this post if you find it relatable.

P.S. If you want to get better at communicating your ideas without all the PM decoding, you can learn those skills at your own pace inside Persuasive Storytelling for PMs.

Get it here: https://lnkd.in/d5E3MQ-N

Underrated advice I got as a PM: DO NOT be a good Product Manager.


For years, I thought “good” was enough.
Good strategy
Good execution
Good decisions
Good instincts

But being good does not move your career.
Being good only matters when others can understand why you are good.

And that part is almost always invisible.

Your best work happens inside your head.
→ How you weigh trade offs.
→ How you interpret messy data.
→ How you decide what not to build.
→ How you frame a problem so a team can act.

None of that shows up in Jira tickets or dashboards.
If you do not communicate your judgment, people only see the output.

And output alone does not tell the story of your impact.

That is why many good PMs stay stuck.
Their quality is real, but their visibility is not.

The shift for me came when I stopped assuming people “got it” and started making my thinking explicit.

Instead of explaining what happened, I explained why it mattered.
Instead of presenting data, I shared the meaning behind it.
Instead of waiting to be asked, I led with a point of view.

That is when people started seeing your leadership, not just work.

P. S. More than 100 PMs have already learned how to communicate their thinking clearly inside Persuasive Storytelling for PMs.

Register for the cohort and learn how to tell your story like a leader that gets you noticed, and paid: https://lnkd.in/dwvXarPH

📌 Currently, Maven is offering a flat 25% off on the Cohort for Black Friday. Register now.

I will never forget the day a VP stopped me mid-sentence and said, “I don’t understand what you’re saying, Roshan.”

He wasn’t angry or dismissive. He just looked confused.
But it hit me harder than if he had yelled.

I remember walking out of that room feeling embarrassed.
Not because I did not know the answer, but because I knew it too well.

I dumped every detail.
Every assumption.
Every data point.
And I thought that made me sound prepared.

It did the opposite.

He couldn’t see my thinking. Just the noise around it.

That day forced me to look at my communication with uncomfortable honesty.

I had to learn how to think out loud in a way people could follow.
- How to strip away what was interesting and focus on what was essential.
- How to get to the point without rushing.
- How to sound clear without dumbing anything down.

And here’s what I learned:
People don’t assume you’re smart because you think deeply.
They assume it when they can understand your thinking quickly.

Once that clicked, everything about how I showed up as a PM changed.

P.S. If this feels a little too familiar, you’re not alone. More than 100 PMs have learned the same skill inside Persuasive Storytelling for PMs.

Register for the cohort, if you want to be the PM who gets heard, and paid like the leader you already are: https://lnkd.in/dwvXarPH

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Talks about #leadership, #storytelling, #productmanager, #productmanagers, and #productmanagement

Three years ago, I hit a breaking point in my career. So I did something I never thought I would do. I left Google, packed up my life, and moved my family across the world.

I had the GPM title, the compensation, the stability, but none of it felt sustainable anymore.

People called it bold.
It did not feel bold at the time. It felt necessary.

Here is the part I did not expect.

Leaving did not magically fix the habits that burned me out.
- The pace followed me.
- The pressure followed me.
- My need to prove myself followed me.

It took me a while to accept that the real change I needed was internal.

Here are the three things that made the difference for me.

1. Your habits travel with you.
New country, same patterns.
If you want a different life, you have to change the way you operate, not just where you operate.

2. A shift in perspective can be more powerful than a shift in location.
You do not need to move continents to see your work, your career, or yourself differently.
Sometimes a single moment of clarity can do more than a big life decision.

3. Community matters more than we admit.
Moving forced me to build new relationships.
It also showed me how disconnected I had become while trying to “keep up.”

The move did not solve everything.
But it gave me enough space to finally ask a better question:
What kind of life do I want to build, and what habits do I need to leave behind to build it?

If you are sitting with your own version of that question, trust the signal.
Change starts long before you pack a box.

P.S. If you are a PM who's feeling stuck, overwhelmed, or unsure of what the next chapter should look like, book a free discovery call with me here: https://lnkd.in/d6hN7vYv

Let’s build a strategy that gets you from where you are now to the leader that you want to be.

The biggest PM career myth I believed for half my career is the same one holding many PMs back today.

I used to think promotions were about scope.
Bigger surface area.
More teams.
More responsibilities.
More everything.

So I kept taking on more. And it never moved the needle.

Because promotions are not based on how much you carry.

They are based on how well you carry it.
They are based on how much people trust your judgment.

Scope is not the signal. Trust is.

The moment this clicked for me, everything about how I worked changed.

I stopped trying to impress people with how much I was juggling.
I started focusing on how I made decisions, how I communicated them, and how clearly I could help people understand the path forward.

You do not get promoted because your workload grew.
You get promoted because leaders believe you can lead others through uncertainty without losing clarity.

That is the part no one teaches you.
Not in onboarding.
Not in PM books.
Not in bootcamps.

But once you understand it, you stop chasing more scope and start building more trust.

And that is when your career starts to move.

P.S. If you want to build the communication and decision clarity that actually earns trust, you can learn those skills at your own pace inside Persuasive Storytelling for PMs. 

Get it here: https://lnkd.in/ept7B9Rr

After 6+ years as a GPM at Google, I’ve learned that anyone promising a “magic bullet” for PM success is lying to you.

There’s no framework that magically creates alignment.
No template that guarantees promotions.
No perfect process that removes ambiguity.

When I started, I used to look for those shortcuts too.
I wanted the cheat code.

The reality I saw, again and again, was much less exciting and much more useful.

The PMs who grew fastest weren't the ones who memorized the most frameworks.
They were the ones who could think clearly when things were messy and explain that thinking in a way others could follow.

They didn’t wait for perfect data.
They didn’t hide behind a rigid process.
They didn’t let a framework make the decision for them.

Instead:
They made the hard calls.
They owned the trade-offs.
They explained why a decision made sense, even when it was uncomfortable.

That isn’t a magic bullet.
It’s judgement.
It’s a skill.

And skills are harder to sell than a template because they take practice, repetition, and feedback.
But they compound in a way shortcuts never do.

If you are still looking for that "one trick" that will unlock everything, I promise - you’ll stay frustrated.
But if you focus on building your judgment and the ability to communicate it, your career changes quietly, but permanently.

P.S. There’s no magic bullet, but judgment is a real skill you can build that compounds over your career. I’ve helped 100+ PMs develop that skill to earn trust and move their careers forward. 

If you want to see if this support is right for you, start here: https://lnkd.in/dEPvPYvu

If I ever got the chance to restart my PM career, I would avoid the 4 mistakes that most Product Managers repeat every single day.

These mistakes looked harmless at the time.
Some even felt like good habits.
But they slowed my growth more than any lack of skill ever did.

Here is what I wish someone had told me much earlier.

Mistake 1. Clarity is not the same as detail.
Early on, I thought adding more context made me sound prepared.
In reality, it buried the message.
People follow PMs who get to the point, not PMs who take the room on a tour.

Mistake 2. Staying quiet does not make you thoughtful.
I used to wait for the perfect moment to speak.
By then, the decision had already formed.
What people want from a PM is a point of view, not perfection.

Mistake 3. Information without interpretation is noise.
I brought clean metrics, polished decks, and complete updates.
But leaders do not remember information.
They remember what the information means for the business.

Mistake 4. Trying to impress people usually pushes them away.
I overexplained.
I tried to sound smart.
Influence has nothing to do with impressing people.
It comes from simple, confident explanations that make others feel grounded.

If you saw yourself in even one of these, I want you to know something.
There is nothing wrong with you.
You simply were never taught the skills that actually move PM careers forward.

I learned most of these lessons the hard way. You do not have to.

P.S. More than 100 ambitious PMs have already used Persuasive Storytelling for PMs to communicate with clarity, influence decisions, and show up as leaders.

If you're ready to grow your career as a leader, register for my cohort: Persuasive Storytelling for PMs.  https://lnkd.in/dwvXarPH

P.P.S Currently, Maven is offering a flat 25% discount on the Cohort for Black Friday, and it'll end soon.

Does your impact feel capped as a Product Manager? 
You know the reason, but you still overlook it.

According to the WSJ, job listings mentioning storytelling doubled this year.
Mentions of storytelling on earnings calls are up 31%. (Stat credits: Joe Lazer)

Most PMs read this and think marketing.
That’s not what’s happening.

This shift is about sensemaking.

AI increased output.
Data increased volume.
Dashboards multiplied.

But clarity did not.

In rooms where decisions actually happen, leaders aren’t asking for more information.
They’re asking for someone who can explain what matters, why it matters, and what to do next.

That is storytelling.

Not personal anecdotes or slide polish, or charisma.

It is the ability to take messy inputs, competing signals, and incomplete data and turn them into a compelling narrative people can trust.

For PMs, this matters more than ever.

- At senior levels, your work does not speak for itself.
- Your roadmap does not convince anyone on its own.
- Your metrics do not automatically create confidence.

People judge your impact by how clearly you frame tradeoffs, decisions, and direction.
But also, how you connect that framing to what they deeply care about.

That is what AI struggles with.
That is why companies are paying more for storytelling now than before AI.

Not because they want better stories.

Because they need better judgment, paired with human connection.

If you’re a PM who wants an edge in the age of AI, take heed of this new trend.
Invest in your storytelling skills.

P.S. More than 100 PMs have already built this crucial skill inside Persuasive Storytelling for PMs. If you want to learn how to make your thinking land clearly and confidently so you get seen and paid like a leader, you can do that at your own pace.

Check it out here: https://lnkd.in/ept7B9Rr 

P.P.S. Have a learning budget expiring this month? You can put it to work by getting the self-paced version of Persuasive Storytelling for PMs.

The gift I wish someone had given me early in my PM career.


It is the ability to communicate my thinking in a way that people can actually follow.

I spent years doing the work, carrying the weight, owning the roadmap, and still wondering why my ideas were not landing the way they should.

Looking back, I was not missing effort.
I was missing clarity.
I did not know how to take what was in my head and translate it into something others could trust.

It took me far too long to learn that your career grows when your communication grows.
Because that is what creates trust.
That is what makes people believe in your judgment.
And that is what turns a strong PM into someone others want to follow.

If I could go back, that is the gift I would give myself.

A skill that would have saved me years of frustration and helped me grow faster without burning out.

P.S. Many PMs wish they had learned these skills earlier. If someone comes to mind while reading this, you can gift them the self-paced Persuasive Storytelling for PMs. And if that someone is you, you can begin here:

https://lnkd.in/ept7B9Rr

After coaching PMs across Meta, Google, & early-stage teams, one pattern keeps showing up again and again. (It is the same thing I noticed years ago when I was leading PMs at Google.)

They are smart.
They work hard.
They ship real impact.
But their ideas do not land the way they should.

Not because the ideas are weak, or the room is biased.
But because the way they communicate does not match the strength of their thinking.

This is the part no one tells you about becoming a senior PM.
People do not just need your answer.
They need to understand the reasoning behind it.
They need to trust how you think, not just what you deliver.

A PM from Meta joined my program recently, and after the first week, he said something that stopped me for a moment.

He told me, “I finally understand why my ideas were not getting the response they deserved. I was explaining the work, not influencing the room.”

He did not need more frameworks.
He needed a clearer way to express his judgment so people could follow it.

Once he made that shift, the response from his team and leadership changed almost immediately.

There is nothing more powerful than when your communication starts reflecting the quality of your thinking.

That is the moment a PM stops sounding like a contributor and starts being seen as a leader.

P.S. Enrollment for my upcoming cohort on Persuasive Storytelling for PMs is closing soon. 

Like 100+ thriving PMs I guided, if you also want to build the communication skill that helps you get seen and paid like a leader, register here: https://lnkd.in/dwvXarPH

I could have never turned a $20M budget into $120M at Google if I had framed it the way most PMs do.

Early in my career, I used to think influence was about having the right answer.
That if the idea was strong, people would see its value.
But that is not how decisions are made at senior levels.

Most PMs still frame their proposals like this:
Here is the feature.
Here is the timeline.
Here is the cost.

It sounds responsible and clear.
But it is the fastest way to make leaders think about constraints instead of possibilities.

The turning point for me came when I realized something that changed my entire approach.
People do not respond to information. They respond to meaning.

So when I walked into that meeting, I did not talk about backlog, resourcing, or technical scope.
I started with the outcome the business cared about. Not the work required.

The question I opened with was simple:
What growth target do you want to hit next year, and how fast do you want to reach it?

That shifted the entire energy in the room.
Leaders stopped thinking about price tags, and started thinking about opportunity.

Here is the part most PMs miss.
It is not your idea that gets rejected.
It is the way you talk about your idea.
Your language either expands the room or shrinks it.
It either creates momentum or triggers hesitation.

This is why communication is not a soft skill.
It is a force multiplier. It takes what you already know and turns it into influence.

If you know your ideas deserve more support than they get, look at how you frame them. That is where the real leverage is.

P.S. More than 100 ambitious PMs have already used Persuasive Storytelling for PMs to speak with this level of clarity and influence. 

Register for the cohort, and build the influence you need for leadership roles.
https://lnkd.in/dwvXarPH

📌 Currently, Maven is offering a flat 25% off on the Cohort for Black Friday, and it'll end soon. Register now.

These three habits are slowing down your promotion. You know them well, but you still have not fixed them. (Even I made these mistakes as a new PM.)

1. Explaining too much when you speak.
You want to be thorough.
You want to show your thinking.
You want to make sure nothing is misunderstood.

But long explanations signal uncertainty, not clarity.
When you speak for too long, people assume you are still working through the problem.
Short, structured points signal confidence and make you sound more senior, instantly.

2. Waiting for someone to ask for your opinion.
You tell yourself you are being respectful.
You want to give others space.
You want to be thoughtful.

But silence reads as hesitation.
Hesitation reads as “not ready.”
Leaders notice PMs who enter the conversation early, not the ones who wait to be invited.

A clear point of view delivered at the right moment changes your presence in the room.

3. Giving updates instead of interpretation.
You report progress.
You share metrics.
You walk people through what your team delivered.

The problem is, updates do not help leaders make decisions.
They need meaning, not information.
They need to know what the numbers imply for the business, the risks, and the next step.

Interpretation is what signals judgment, and judgment is what gets promoted.

When you shift from
“Here’s what happened.”
to
“Here’s what this means and what we should do next,” your communication becomes decisive, strategic, and trusted.

If any of these habits feel familiar, it is not a flaw. It is a gap in training.
But this gap is going to hold you back from promotion.

The moment you fix these communication patterns, the way leaders interpret your impact changes immediately. 

P.S. More than 100 ambitious PMs have already used Persuasive Storytelling for PMs to communicate with clarity, lead conversations, and show up as the leader they want to be. 

Register for the cohort and learn how to tell your story like a leader who gets you noticed and paid. 

→ https://lnkd.in/dwvXarPH

These are the hard truths most PMs only learn after a few uncomfortable moments. I know I did, as well as many PMs on my team.

Not all at once. Usually one at a time.

First, PMs realize that results do not speak for themselves.
When outcomes are not clearly framed, others fill in the story. Sometimes incorrectly.

Then comes the phase where PMs try to fix everything by doing more.
More meetings. More docs. More follow-ups.
The work increases, but clarity does not.

Many PMs also notice how being busy works early in their career.
Later, it quietly starts to hurt them.
Busyness looks like motion, not direction.

Misalignment becomes more subtle at senior levels.
Less open disagreement. More silence.
And PMs learn that when people are confused, the confusion sticks to the PM.

At some point, PMs stop waiting for someone else to step in.
No one breaks the tie.
No one makes the call for them.

That is when expectations shift.

PMs are no longer evaluated on effort or output.
They are evaluated on clarity.
On judgment and how they handle uncertainty when not everyone agrees.

These truths do not make the PM role worse. They make it heavier.

And when PMs recognize themselves in this, it usually means they are already operating at a higher level than their title suggests.

Which of these did you run into first?

P.S. This is the stage where many PMs choose to invest in how they think and communicate. If you want to do that at your own pace, check out Persuasive Storytelling for PMs.

More than 100 PMs have used this proven system to get seen and paid like a leader they are.

Get it here: https://lnkd.in/ept7B9Rr

This slide has personally attacked every PM at least once.


Metrics go up: “Yep. That was me.”
Metrics go down: “Okay but hear me out… there were a LOT of external factors.”

I’ve said both of these sentences. Probably in the same review cycle.

The funny part is not that we do this. It’s why we do it.

When things go well, we want credit.
When things go sideways, we want fairness.

Both are human.

But somewhere along the way, most PMs learn the wrong survival instinct:
Either take full credit or fully deflect.

What actually earns trust is neither.

The PMs leaders trust most are the ones who can say:
Here’s what I pushed.
Here’s what helped.
Here’s what hurt.
Here’s what I would do again.
Here’s what I would change.

No theatrics. No over-defending. No pretending everything was intentional.

Just clarity.

That is the difference between reporting numbers and owning outcomes.

And yes, it is a skill that most of us were never taught.

If this made you laugh uncomfortably, you’re not alone.

I’ve been a GPM for 6+ years,  and there’s one lesson I learned far too late.
If I had understood it earlier, I would’ve made bigger bets, spoken up louder, and grown faster.

"You do not grow by collecting frameworks.
You grow by mastering a few leadership principles that actually change how people experience you."

Most PMs try to learn everything at once.
But every great PM I have worked with became GREAT because they leaned into one strength and led with it.

For some, it was a vision.
The PM who could walk into a room and help everyone see a future that did not exist yet.

For others, it was communication.
The PM people trusted because they made complex decisions feel simple and logical.

Some led through data.
Not by showing charts, but by making the numbers mean something.

Others led through ruthless focus.
They were the ones who said no without hesitation because they knew what mattered.

And some led through resilience.
The ones who stayed steady when everything around them changed.

The mistake is trying to be all five at once.
The shift happens when you pick one strength, master it, and let it become the anchor for how you show up as a leader.

That is when people begin trusting your judgment.
That is when you stop sounding like a task owner and start sounding like someone who can lead a team through uncertainty.

Great PMs are not defined by how much they know.
They are defined by how well they apply their knowledge.

P.S. If you want to master the communication part of leadership, more than 100 PMs have done that inside Persuasive Storytelling for PMs.

P.S. Enrollment for my upcoming cohort on Persuasive Storytelling for PMs is closing soon. 

Like 100+ thriving PMs I guided, if you also want to build the communication skill that helps you get seen and paid like the leader you are, register here: https://lnkd.in/dwvXarPH

Are you getting the recognition you deserve?
You have the skill, strategy, and vision. ALL the things.
So why aren’t people listening to you?

I hear this from PMs every single week.

You do the work.
You solve the problems.
You deliver the results.
You show up prepared.
You care about doing things right.

And yet...

Your ideas don’t land.
Your projects don’t get prioritized.
Your budget gets cut.
Your promotion gets delayed (again).

Meanwhile, someone far less capable somehow gets every “yes” you can’t.

It’s maddening.
And it’s not because they’re better than you.

It’s because they understand something most PMs never learn:

People don’t act on information.
People act on emotion – then justify with information.

That’s why your strategy docs, your decks, your logic, your data aren’t enough.

You’re speaking the right language – but in the wrong order.

If you want people to take action, you have to make them care first.

And when you do?
Everything changes.

This is the skill that took me from a team of 5 → to leading a 300+ org at Google...
the skill that helped me secure 9-digit budgets…
the skill I’ve now taught to 100+ PMs through my top-rated Maven course.

🚨 And in 3 days, enrollment for my next cohort closes.

If you’ve been feeling unheard, overlooked, or underestimated –
this is the work that unlocks the next stage of your career.

Persuasive Storytelling for PMs – starts December 8.
⚡️ Live.
⚡️ Tactical.
⚡️ Built for ambitious PMs who want to lead.

And yes – I back it with a 100% tuition-back guarantee.
If you take the full course and don’t feel a meaningful shift in how you persuade, I’ll refund every dollar.

No risk. Only upside.

Enrollment closes soon.

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

In the workplace, nobody cares about you.

They care about themselves.

That’s not a bad thing – it’s human nature.
And if you understand it, you can use it to become incredibly persuasive.

Here’s the mistake most people make:
They tell the same story, the same way, to every audience.
They assume facts and logic will win people over.

But that’s not how decisions are made.

People decide with emotion – then use logic to justify it.
If you want people to take action, you have to make them care.
And different audiences care about different things.

Master that – how to reframe your message to trigger the right emotion – and you’ll change how you lead, influence, and drive results.

That’s exactly what I teach in my live Maven course:
⚡ Persuading People: The PM’s Edge in the Age of AI

Maven is offering a massive 25% discount, but it ENDS TOMORROW.

If you’ve been waiting to enroll – this is it.
Join me and learn how to get buy-in, approvals, and commitment on demand.

👉🏽 Enroll here before the discount expires: https://lnkd.in/gWc7t4sc

Maven

Black Friday rant:
Why do companies bend over backwards for new customers...

...and treat their existing customers like they don’t exist?

Every year, my inbox fills with massive “NEW CUSTOMERS ONLY!” Black Friday deals.

Deep discounts, multi-day campaigns, slick landing pages.

And what do loyal, long-time customers get?

Nothing.
Not even a “thanks for sticking with us.”

I get the business logic – Black Friday is great for acquisition.

But here’s the problem:
👀 When you market loudly to one audience, your other audience is listening.

And the message they hear is:
“Your loyalty doesn’t matter.”

It’s such a missed opportunity.

There are smart, simple ways to win on Black Friday *and* make existing customers feel valued:

▶️ Offer early renewal discounts

▶️ Offer multi-year renewal savings (“Renew for 2 years, save 10%”)

▶️ Give loyal customers early access or bonus perks (new customers will see this)

▶️ Create upgrades or add-ons just for them

These moves increase LTV, strengthen trust, and make your best customers feel seen.

Because here’s the truth:
👉🏽 Acquisition drives growth. Retention funds the business.

Companies forget this every November.

What’s the worst Black Friday marketing moment you’ve seen? 👇🏽

Build the communication skill that helps you get seen and paid like the leader you are – today is the last day to enroll before doors close!

Topular Strategy

Helping enterprise leaders achieve breakthrough growth inside systems built for incremental results.

Where most firms deliver "innovation workshops," Topular Strategy equips leaders with field-tested methodology that drives real outcomes: launching new business lines, expanding into adjacent markets, and creating category-defining advantages.

The Beyond Incremental Framework develops three leadership capabilities:
People → Natural authority and team acceleration for complex organizations
Performance → Systematic approaches that survive quarterly review processes
Passion → Conviction and story power to sustain momentum through resistance

At the center is Breakthrough Leadership: where you stop optimizing inside constraints and start creating the growth your board demands.

What We Offer

Fractional CTPO → Strategic leadership for high-stakes innovation initiatives and new business line development
Strategic Advisory → Executive partnership for VPs, CPOs, and leaders with breakthrough mandates
90-Day Beyond Incremental Program → Master the framework and apply it to your current mandate

Results I'm Known For:

Guided enterprise teams from incremental output to launching new categories
Created Plum Analytics (category-defining product) → acquired twice
Coached product leaders into VP + C-suite roles across industries

Why Leaders Choose Topular Strategy
They need methodology proven in the field, developed by a founder who has successfully guided teams to deliver breakthrough results inside risk-averse enterprises.

Fractional CTPO | Strategic Advisor for Breakthrough Leadership

Founded and ran a consulting company that helped growth companies execute on their ideas.

Assisted with the successful launch of dozens of startups - many with high scalability, high availability needs.

Core service offerings included:
• Strategic Analysis
• Project Leadership
• Technology Due Diligence

Sample client engagements:
• AccuWeather – Worked with executive management to set product requirements for a new line of business. Formed and led an outsourced product development team.
• LinkStorm – Interim CTO during the transformation from publishing-facing business model to an advertising platform. Brought in a team to rearchitect.
• Lucky Litter – Re-architected ecommerce system and order processing for a direct-to-consumer ecommerce company. (Acquired by Radio Systems Corporation.)
• Essembly / Facebook Causes – Provided technical oversight, mentoring, and project management to an entrepreneurial team of college-aged developers to get them to their public release. Technology became the basis of the Facebook app platform.
• TNS Media Intelligence – Performed technical due diligence for potential acquisition targets.
• High Beam Research - Created an 18-month technology plan that streamlined and simplified the existing architecture for both their eCommerce platform and search engine. (Acquired by Cengage Learning)
• National Philanthropic Trust - Built and licensed a toolset for automatically creating aggregated topic-based news feeds.
• Living Independently - Interim CTO for healthcare startup including technology team recruitment and leadership, product development, and vendor management. Progressed from concept to functional prototype in one month. Throughout the one-year engagement delivered an end-to-end consumer solution. (Acquired by GE Healthcare)
• RippleTech - Assisted the executive management team with technology strategies for launching the company’s second product line. Mentored CTO throughout a business-critical project re-architecture project.

Founder and President

Elsevier

Elsevier acquired Plum Analytics, the company I co-founded, in 2017.  My role at Elsevier was to lead research metrics product management. Working with the global teams, innovative metrics from Plum Analytics were successfully integrated across the suite of Elsevier products including Scopus, Science Direct, Mendeley, and Pure.

VP of Research Metrics, Product Management and Managing Director of Plum Analytics

EBSCO Information Services

EBSCO acquired Plum Analytics in 2017, and I served as the president of Plum Analytics. PlumX, the flagship product, was an analysis tool that measured the online impact of scholarly research. At EBSCO, this tool was sold globally into academic libraries, governmental agencies, funders, and commercial companies.

Responsible for all aspects of the Plum Analytics business unit: sales, marketing, business development, engineering, product management, and customer service. Integrated with shared services inside of the parent company for economies of scale.

President, Plum Analytics

Plum Analytics

Plum Analytics is the provider of PlumX™, a product that delivers a more complete picture of research and answers questions about research impact for anyone including researchers, librarians, administrators, and funders. PlumX, was named Library Journal’s most ambitious database in 2013.

Co-Founder and President

Fast PDF

Started as itch/scratch-ware, Fast PDF progressed from a side-project done with a friend, to a solid example of how a simple web application that solves an unmet need can thrive on the web. We converted over 1M documents. Eventually, I sold the company to my cofounder in exchange for half of the cash in the bank, and a lifetime of sushi lunches.

Co-Founder

Serials Solutions

Led the technology behind Summon, a research search engine for libraries, from inception through to 250+ customers internationally.

Built and led an agile, international team of developers to architect a large scale content ingestion system and highly performant search engine for > 3/4 billion scholarly documents.

Summon won the 2011 CODiE Award for Best Enterprise Search Solution by the Software & Information Industry Association (SIIA). 

More about Summon:

The Summon™ unified discovery service allows the researcher to quickly search, discover and access reliable and credible library content. It goes beyond federated search, beyond next-generation catalogs to create an all-new service for libraries. Through one simple search, it provides instant access to the breadth of authoritative content that's the hallmark of great libraries - digital and print, audio and video, single articles to entire e-journals, and every format in between.

Director of Technology, Discovery Services

ProQuest

(ProQuest and SerialsSolutions are listed separately in LinkedIn - so adding a second entry here.  See description above.)

Unit of 1

When first starting out as a consultant, Andrea founded Unit of 1, a networking group that helps (very) small business owners run more effective companies.  The group organically grew to over 500 consultants.

Managing Director

1-800-CTO

Consulted as an interim Chief Technology Officer to startups.  Expertise in project management, systems architecture, and technology team leadership.

Sample client engagements include:
• Health Market Science - Fulfilled interim CTO role to write technology plan, revamp business plan, and assist in due diligence meetings with venture capitalists.
• Idealab – Worked with team working through early business planning / prototyping of a new search product.
• Performed due diligence for angel investors.

Technology Management Consultant

EchoFactor.com

A content service provider of news feeds on thousands of topics.  Every day EchoFactor uncovered 50,000 new headlines from 2,000 quality sources.  The patented technology behind EchoFactor uses metadata extraction techniques to automatically reorganize the web by topic.

• Defined and managed an aggressive product release schedule.  Led seed team from idea to functional prototype in 5 weeks, launched public beta 8 weeks later, and hit scheduled release dates every 4-6 weeks thereafter.
• Built a fault-tolerant, horizontally scalable intelligent-agent system with a hardware budget of less than $35,000
• Maintained full P&L responsibility, including all budgeting, forecasting, capital expenditures, and headcount allocation.
• Secured $500K in seed funding.  Presented the business plan to over a dozen venture capital firms.  Secured a term sheet for $1.5 million in Series A funding.

Co-Founder and Chief Technologist

Enterprise leaders live in a trap.
Systems that reward predictability while demanding moonshots.

I escaped that trap while creating a new category in risk-averse academic publishing.

Most leaders play by the rules.
They ship features. Improve metrics. Hope incremental wins somehow add up to breakthroughs.

They don't.

After founding Plum Analytics (acquired twice: EBSCO, then Elsevier) and serving as VP at a global enterprise, I learned the truth:
Breakthrough growth requires an entirely different methodology.

The problem isn't you.
It's the environment that rewards predictability over possibility.

That's why I built the Beyond Incremental Methodology.
For enterprise leaders chasing breakthrough growth inside complex, risk-averse environments.

At its core is my People + Passion + Performance Framework:

People → Build cross-functional influence that gives you authority without a title

Passion → Sustain conviction + narratives that push through resistance

Performance → Design systematic approaches for breakthroughs inside enterprise constraints

Leaders who master this don't just ship features.
They launch new business lines, expand into adjacent markets, and create advantages that competitors spend years replicating.

My background:

• Serial entrepreneur, 2 exits including Plum Analytics (category creation)
• VP Research Metrics at Elsevier (global enterprise leadership)
• Author of upcoming book Beyond Incremental: Breakthrough Development for Enterprise Leaders

I work with enterprise leaders who:
• Have mandates for breakthrough growth
• Need systematic approaches for new market development
• Want proven methodology for category creation with enterprise stakeholders

Ways to work with me:
• Newsletter → Weekly insights for enterprise leaders chasing breakthrough growth
• Methodology Course → Complete People + Passion + Performance framework
• 90-Day Program → Apply breakthrough development to your specific growth mandate
• Strategic Consulting → Direct support on breakthrough product initiatives

If you need breakthrough growth results but can't "move fast and break things..."
Let’s talk about approaches that actually work in your environment.

taplio

The Battle

Roshan Gupta

Andrea Michalek

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