Ever wonder how to tell if a product leader is actually good—or just good in interviews? In this episode, we talk through what strong product leadership really looks like, how to spot warning signs, and what to do if you’re not getting the support you need. We also cover the questions you should be asking when you're interviewing for a new role and how to make the most of a good leader when you have one.

If you’re thinking about your next move—or just want to get better at working with your current boss—this one’s for you.

 

Transcript: Episode 21 - Before You Say Yes: Interviewing your Next Boss

Introduction
[0:00] Welcome Back – Kicking off the episode with a hill metaphor and the big question: what makes a great product leader?
[2:00] A Tough Early Experience – A story of receiving poor leadership advice and the fallout with IT.

Weak vs. Strong Leadership
[4:36] Leadership Is Influence – Highlighting the power of cross-functional trust and respect.
[6:00] What Great Leaders Do – Traits that matter: trust, vision, honesty, listening, decisiveness, and more.
[8:26] Anti-Patterns – Indecisiveness, pass-through behavior, and leaders who don’t push back.

When Your Boss Isn’t a Great Leader
[9:25] Taking the Right First Steps – The value of seeking out learning and acting independently.
[11:08] Pushing Change Without Buy-In – The mistake of skipping the “why” when introducing new ways of working.
[13:01] The Importance of Positioning – How to position yourself well when you have a weak leader
[14:09] Show Your Work – Tips for demonstrating your impact in a way your leader will understand and support.

External Pressures on Leaders
[16:00] How Strong Leaders Can Become Weak – How organizational pressure can derail even the strongest leaders.
[18:45] Why It All Matters – Weak leadership affects career growth, team success, and even headcount.

Taking Control of Your Narrative
[20:34] What You Can Control – Focus on your communication, relationships, and personal brand.
[21:37] What Not to Do – Avoid sabotage, complaints, and repeating broken patterns.
[22:08] Find Support Elsewhere – You don’t have to rely on your manager for growth and mentorship.

How to Identify a Strong Leader in an Interview (Role Play)
 [22:30] Role Play: Product Launch – A side-by-side of strong vs. weak leadership responses. 
 [25:23] Spotting the Difference – Look for accountability, clarity, and thoughtful process. 
 [27:01] Role Play: Talent Development – Coaching vs. control and the risk of "mini-me" management. 
 [29:30] Interpreting the Signals – What good answers sound like—and what they reveal. 
 [30:26] Ask About Vision – Great leaders can clearly explain product and team direction.
 [32:20] Accepting Risk – Not every role is perfect, but know what matters most to you.

Selecting a Leader Based on your Career Goals
[34:32] Know What You Need – What motivates you may change over time. 
[35:25] Setting Criteria – Define what you want from a company, role, and manager. 
[36:04] Learning by Example – Good senior leaders model behaviors worth following.

Getting the Most from a Strong Leader
 [37:03] Soak It Up – Watch how they respond and model their soft skills. 
 [38:03] Be Curious – Ask questions to uncover the thinking behind their actions. 
 [39:39] Ask for Feedback – Strong leaders will invest in you—if you’re ready for it. 
 [40:18] Show Initiative – Be proactive and bring your A-game. 
 [40:52] Values and Fit – Great leaders aren’t always a perfect fit—know what you need.

Final Thoughts
 [41:44] No One Is Perfect – Take ownership and learn from what’s in front of you. 
 [42:29] Don’t Take Great Leaders for Granted – The right leader is worth more than just a salary bump.

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Every product manager hears it: “Go talk to users.” But what if you don’t know how to find them? In this episode of The Product Porch, hosts Todd Blaquiere, Joe Ghali, and Ryan Cantwell tackle the challenge of getting in front of the right users for discovery—without relying on guesswork.

We explore real-world strategies for identifying and connecting with users, whether you’re working in B2B or B2C. How do you leverage customer success and sales teams? What’s the best way to reach users when there’s a gatekeeper in the way? And how can you build a system that ensures continuous access to valuable user insights?

If you’ve ever felt stuck wondering where to start, this episode delivers practical, battle-tested approaches to help you stop assuming and start learning from the right people.

References & Links

- Respondent.io
- Guidepoint
- Continuous Discovery Habits, by Teresa Torres

Time Stamped Notes:

Introduction
[1:00] The Struggle to Find Users – Ryan shares frustrations with finding users for research.
[2:00] Superman & Stats – Over 80% of new products fail—why?

Why Customer Understanding Matters
[4:30] Skipping Discovery? Big Mistake. – The risk of assumptions in product development.

Finding B2C Users
[5:17] Where to Start – Buyer vs. user personas and key differences.
[6:10] No Users? No Problem. – Where to find early users.
[8:40] Recruiting Tactics – Using tools like Respondent.io and direct outreach.

Challenges in B2B Discovery
[9:14] B2B Buyer Personas – Engaging decision-makers in complex sales.
[10:28] Getting Past Gatekeepers – Building trust with sales and success teams.

Overcoming Internal Barriers
[13:57] WIIFM & Sales Buy-in – How to align with sales teams.
[15:00] Prepping Stakeholders – Avoiding risks when bringing others into discovery.

Finding B2B Users
[18:20] Titles Don’t Unlock Access – Trust matters more than job roles.
[20:30] The Power of Listening – Why humility is key to discovery.
[22:30] Building Access Over Time – Joe’s "5-minute" method.

Why Discovery Saves Money
[24:16] The ROI of Discovery – Companies save 20-30% in development costs**.**

Helping Teams Value Product Management
[26:45] Todd’s Intro Formula – "My job is to add value to your life."
[26:54] Sharing Learnings – Why knowledge-sharing strengthens teams.

Finding Competitor’s Customers
[27:54] Tactics for Competitive Research – Engaging users ethically.
[30:02] Where to Look – Reddit, LinkedIn, industry events.
[31:00] Paying for Access – Tools like Guidepoint deliver targeted insights.

Working with Internal Users
[34:25] Internal Customers – Are they easier to reach, or do we get lazy?
[35:56] Risks & Landmines – Pitfalls when engaging internal users.

Lightning Round: Best Interview Questions
[38:07] Go-To Questions – How do you measure success? How painful is this problem on a scale of 1-5?
[40:45] The Uncomfortable Pause – A simple but powerful interviewing technique.

Takeaways
[42:28] Key Lessons – Finding the right users, building internal trust, and making discovery a habit.

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1:42 - Meet Jeff and his big question for product managers: "How can we ensure we have the right understanding from our leaders?"

4:30 - Ryan emphasizes the importance of focusing on outcomes over outputs to clarify product manager responsibilities.

7:35 - Todd jokes about where their "outputs over outcomes" tattoo should go.

9:20 - Ryan urges product managers to seek clarity when they don’t understand the "why" behind a request.

10:30 - Todd shares a story from his LA Times days on asking for clarification from his boss.

15:12 - The group discusses how product managers can overcomplicate unclear requests.

16:00 - Joe suggests playing the "New Guy" card when in doubt.

19:00 - The team highlights that asking questions is a strength for a product manager, not a weakness.

23:35 - Ryan poses the question: Is there ever a time when product managers shouldn't ask for clarification?

24:28 - Joe shares a story about when he had to "bite his tongue" as a product manager.

26:30 - Todd adds that timing is everything; knowing when to ask is part of the product manager job.

30:00 - Joe discusses the role evolution from order-taker to partner for a product manager.

33:26 - Todd revisits Jeff’s story to highlight the importance of avoiding wasted time and resources on misaligned products.

34:30 - Joe shares a product manager tip: develop internal personas to better manage stakeholders and understand their goals.

35:20 - A lightning round on common requests that product managers initially misunderstood.

36:40 - The infamous "JIRA-slinging ticket monkey" term makes an appearance. Shoutout to Dean Peters!

38:46 - Key takeaways (and some friendly teasing of Joe for his wording choices).

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Episode Description

1:00- Meet Nils Davis

2:47- Nils reminds us that Product Managers are really “Unicorns” in the workforce

7:00- Nils shares his favorite phrase as a Product Manager “Your obvious is your art”

8:47- Nils shares the pros/cons of understanding your “spike”

10:03- We discuss how it's difficult to share our superpower with the people that surround us

12:08- Nils shares the different ways we can discover our PM spike/superpower

15:45- Todd shares the struggle with asking for feedback to identify your PM spike/superpower

17:52- Nils shares one of his PM spikes 

20:15- Todd shares the PM spike he wishes he had

22:12- Todd compares Joe’s PM spike to that of a Golden Retriever 

25:20- A new word is introduced to the Product Porch- “Pragmatic Empathy”

28:15- Todd asks the question of whether or not the PM role has a unique set of capabilities

33:19- We review the stable of “Product” Unicorns- 

36:19- Todd reminds us why he’s against Annual Performance Reviews and not a coder 🙂

39:10- We wrap up with our advice for the PM community struggling to find their “spike” (Nils-leverage Clifton Strengths Finder assessment)- people are the stars of their own movies 

40:18- Todd- Don’t feel guilty for your spike. Find that thing that you love and lean into it

41:30- Joe- Be genuine and true to yourself (not as profound as Todd/Nils)

42:00- Nils ends with a very profound thought- “Product Managers are amazing creatures, yet you would never know it from reading their resume”

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2:15 What are the Product Management trends everyone is talking about

4:30- Todd asks the question: Are we focusing on the problem at the expense of the solution? 

7:00- Joe explains why he believes we have over-indexed on some of the common PM themes

10:05- We are getting paid to deliver- reality check for all PMs

11:45- Ryan tells how this is a struggle for Type A personalities 

13:16- Todd walks us through his approach to move to execution (from high-level concepts to delivery)

14:21- Joe’s shares an unpopular opinion about SAFe and its value for Product Leaders

16:08- Todd shares how he uses Ryan and Joe for some very specific product needs- team bonding moment

18:45 Todd admits that SAFe quarterly planning is awesome. Joe and Todd have a moment

22:54- What is the Product Managers Role in Solutioning? Ryan shared his POV

27:12- Todd shares a current situation on what to do with competing perspectives on proposed solutions-

29:09- You need to have confidence and conviction- Ryan Cantwell- this is what a PM needs to do

30:30- Sometimes you just make calculated risks as Product Managers- we discuss as a team

35:03- Todd kicks off a Job title game- problem or solution. Grab your popcorn!

39:01- Todd shares why he loves “defining the problem”

41:04- Key Takeaways- 

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1:22 The fellas discuss their favorite Ken phrase

1:44- Ken tells us what it means to be a product management truth teller

5:16- What can we do as product managers to become more valuable?

8:35- One of the first steps- What goal are you trying to achieve and how can I help you get there?

10:30- Ken tells us why you should spend 20 min a week interviewing a customer

12:55: Todd outlines why experimentation is critical for a product manager

16:45- The team discuss the product management anti-patterns we should watch out for

23:00- How to make yourself an indispensable product person?

26:30- Ken talks about how you can build a quarterly plan to build a strong product management team

28:00- Todd shares his PM secret sauce- Product Framing

29:00- Ryan reminds us to ask the question “So What”

30:56- We share Ken’s favorite PM phrase “Magic Beans”

34:15- What got us here (why are there so many PMs that are unemployed)?

37:40- Is there another domain where the role is defined by someone who doesn’t understand the value of product management?

40:00 Key Takeaways/Wrap-up

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1:22- Joe explains why the role of Product Player Coach role is a cop-out

2:51- Todd uses data to say how it can work and leverages his love of the NBA to demonstrates why

5:34- We discuss what success looks like for a Product Manager Player Coach 

10:02- Ryan walks us through how we resolved the challenges associated with this hybrid role

13:32- Todd walks us through the disadvantages of the hybrid PM/Coach role

16:03- Joe emphatically tells us why Product Managers must be successful at relationships- Product Managers are already “coaches”

20:15- We talk about getting uncomfortable to grow as a product manager

23:30- Joe discusses his affinity for gold stars

26:30- Life lessons from being a player-coach have advantages for career advancement if you want to be a people manager

30:20- What are the negatives of being a player-coach?

32:30- We hear about Todd’s real-life experience as a player-coach. Todd clashes with his peers but learns to turn it around.

34:50- Ryan tells us about his real-life experience as a player-coach. He’s the scapegoat!

37:10- How do relationships change when you become a player-coach?

40:20- Hear a fantastic analogy between player-coach and Spider-man 2

44:25- Words of advice for anyone considering the role of player-coach.

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1:30 Ryan ponders what product failure means?

3:37 The true definition of failure is identified

6:33 Todd speaks to the categories of product failure

9:33 Todd assumes the role of therapist and tells Ryan and Joe they didn’t fail 

12:13- We discuss how we turn failure into a learning opportunity

15:06- Joe discusses the most underrated product management skill

19:08- We bring back the Jobs to be done framework when dealing with our co-workers

22:25- Todd shares a tip on how manage friction with a co-workers (brilliant)

25:44- We talk about the temptation to take short-cuts with process

29:00 Todd tells us why he didn’t win any newsroom awards one year

31:00 Ryan comes up with a new PM slogan “It's the scars that make you and not the successes” (Joe thinks it should be on a bumper sticker)

32:34- The “learning” is knowing how we can do it better next time (Hallmark card time)

35:00 - Todd reminds why we shouldn’t never give up when the going gets tough

36:08 - We talk about the fear of using AI to make product management short cuts

37:09 - We all share our product failure war stories

44:30- Wayne’s World reference makes its way into our podcast- Success!

48:00- Thoughts on how you respond to failure drives who you are as a product manager

52:00 Wrap Up

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1:07 – Joe kicks off the discussion on useless product management terms.
1:49 – We start the PM Jargon Draft, with Todd winning the #1 pick.
3:04 – Todd and Ryan’s #1 pick: "CEO of the Product."
4:23 – Joe’s #1 pick: "Customer Centric" (he’s salty he couldn’t trade for the #1 pick).
6:07 – Todd discusses how every healthcare company is "patient-first" – shouldn’t we all be patient-first in healthcare?
7:14 – Ryan questions "Productize" – is it a verb? A new word in the English dictionary? The big draft controversy.
9:41 – Todd adds "Gathering Requirements" to his hit list of terrible PM terms. We suggest "Gathering Insights" as a better alternative.
15:00 – Iteration vs. Agile discussion – "We are going to be Agile" drives Joe nuts because it often just means "Can we launch it faster?"
18:20 – Ryan selects a declaration: "We are going to be more innovative." 
21:10 – "Thinking outside the box" is a controversial pick in the draft.
22:25 – Todd explains why he hates the term "Feature Parity"; Joe recommends "Holistic Approach" instead.
30:51 – "Being Product-led" is a steal in the 3rd round for Ryan, who explains what it really means.
36:10 – Undrafted superstar PM Terms (Joe has PTSD from Ryan yelling at him for "fail fast").
40:00 – Todd predicts next year’s draft class, starting with "Outcomes over Outputs," "Product-Market Fit," and "Go-to-Market Enablement."
43:00 – Actionable takeaways.

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• Ryan tells us how he leveraged PM principles recently for his mulch project ( 0:45)
• Joe shows us how Ryan applied the Jobs to Done framework to Ryan’s approach (3:00)
• We discuss how often we apply PM Principles creep into our life (5:00)
• Todd discusses how Problem Framing can be applied in real-world scenarios (12:00)
• Joe gives us a review of the Broadway Show “Heart of Rock and Roll” (20:00)
• Ryan walks us through dot voting techniques for family (21:00)
• Todd experiments with Tiny Acts of Discovery (23:50) 
• Ryan applies iteration techniques when filling up the dishwasher (26:40)
• Todd discusses success metrics and his neighbor's lawn (31:00)
• We talk about which product principles don’t work in real life (32:27)
• Key takeaways and our recommendations (38:24)

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• Product Champions: a new title for PMs (1:00)
• Airbnb gets rid of product manager title (3:45)
• Chief No Officer / Head of No / Innovation Sponge / Walking Roadblock / Killer of Dreams, (5:55)
• Superman, Smokey the Bear and Lil Smokies, and User Psychologists (12:15)
• Group Therapist, Anger Manager, and The Negotiator (15:20)
• Outcome Architect and Director of Opinions (19:00)
• Aladdin and Product Genie wishing rules (22:30)
• Provlemologist and Innovation Specialists (27:15)
• The Fortune Teller, Product Facilier, and Product Gambler (29:45)
• Napalm Artist, sports cliches, and The Joker (33:40)
• Value Broker, Risk Mitigator, and Zookeeper (37:40)
• We discuss whether or not the PM title needs a rebrand (39:00)
• Which PM titles are our favorites (41:00)
• Why the Product Manager role needs a brand and marketing department (45:15)
• Key Takeaways (46:40)

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• Ryan emphatically explains why you don’t need experience for a PM job (2:11)
• Joe shares why it isn’t a black/white answer (4:20)
• The danger in over-indexing to hiring for experience (8:30)
• The value of mentorships to overcome a lack of industry experience (18:00)
• Ryan walks us through the beginners mindset as a product leader (23:00)
• Find fit for the role - don’t rely on the experience - how long does it take to be great at product discovery (28:00)
• Ryan tell us why he hates the term “fail fast” (31:00)
• The similarities between baseball and product management (35:10)
• A teaser on an upcoming product management podcast (41:00)
• Key Takeaways (45:30)

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AI is transforming product management, but where does it actually fit in your workflow? In this episode of The Product Porch, Zac Hays, Chief Product Officer at Luxury Presence, shares how his team used AI-powered prototyping to cut their design sprint time in half and generate 12 prototypes in a single day.

Ryan, Todd, and Joe dig into what worked, what didn’t, and how AI is changing the product playbook. You’ll learn practical ways to integrate AI into your process, why speed doesn’t mean sacrificing creativity, and which tools can help you iterate faster and test ideas with real users—without waiting on designers or engineering.

 

References & Links

• Follow Zac Hays at: https://www.linkedin.com/in/zacthepm/
• Read Zac’s article on AI-Powered Design Sprints: https://www.linkedin.com/pulse/ai-powered-design-sprint-playbook-v01-zac-hays-iu1dc/?trackingId=Z%2FCq7FJmQ8O6PgubHhrTng%3D%3D
• V.0 Coding Tool: http://v0.dev/
• Bolt.new Coding Tool: http://bolt.new/
• User Feedback Tool: https://www.usertesting.com/
• Guy Kawasaki’s Remarkable People Podcast: https://guykawasaki.com/remarkable-people/

 

Show Notes: Episode 19 - How to Prototype 4X Faster with AI

[1:30] Welcome Zac Hays to The Product Porch
Introducing Zac, Chief Product Officer at Luxury Presence, and why AI is shaking up product design.

[2:40] “I don’t know if our playbook is relevant anymore.”
Zac questions if traditional product processes still work in an AI-driven world.

[3:42] Trying out new AI prototyping tools
If a prototype can be built in minutes, how does that change the design sprint process?

[5:51] Show and tell: Rapid-fire prototype demos
Everyone builds and shares a 90-second prototype—what happens next?

[7:10] Was there a lack of originality using AI?
AI prototype tools work like ChatGPT—give a one-sentence prompt and watch the magic happen.

[9:11] Apprehension and pushback: Is AI replacing jobs?
Some skepticism, even from Zac. But every team member saw it through a different lens.

[10:50] Bringing the team up to speed on AI tools
Ryan puts AI to the test—writes two sentences, and Bolt builds an app instantly.

[12:55] What was the real impact of this AI-powered sprint?
Zac breaks down how the new process helped his team move faster and smarter.

[15:15] Fast feedback: Validating and invalidating assumptions quickly
Within a single sprint, the team learned what worked—and what didn’t.

[17:57] The power of quickly invalidating your ideas
Why knowing what won’t work is just as valuable as knowing what will.

[18:37] How explicit were assumptions in this AI-driven process?
Turns out, it was ad hoc—but led to surprisingly valuable prototypes.

[20:40] How often did AI hallucinate?
When does AI “hallucination” turn into real creativity?

[21:18] Unexpected discoveries: AI finds new sources of data
How AI-led insights saved time and uncovered new possibilities.

[23:00] How does this change the role of the product manager?
The lines between PM, design, and engineering are getting blurry.

[25:10] Expanding PM skills and abilities
This new approach makes explaining product vision easier than ever.

[26:30] PM as an executive producer?
Leveraging user video snippets to tell a story—way more powerful than a PRD.

[27:45] The “Code Red” threat—will AI replace PMs?
Zac shares which PM skills will survive (and thrive) in an AI-driven world.

[29:02] Want to start using AI tools? Find a buddy!
Grab a friend, experiment, and debrief. These tools are built for you!

[31:20] Todd’s silly story: Don’t be a dinosaur
At some point, you have to embrace AI—or risk becoming that person.

[32:30] Joe asks: What’s the first step?
Start small—go to bolt.new, type an idea, and see what happens.

[33:30] Todd overachieves with AI
Zac says no need to overdo it. Ryan reminds us—be polite to AI. (Yes, say “thank you.”)

[36:05] Todd goes full caveman—will grunting be the next AI skill?

[36:54] What’s next for Zac?
Limiting the number of people, getting user feedback faster—Prototype on Day 1, feedback on Day 2, refine on Day 3.

[38:19] Where to find Zac? (Hint: LinkedIn!)

[40:00] Key Takeaways

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• Ryan’s story - struggle with plastic bags - being environmentally responsible (:58)
• Jobs to be Done is a PM’s superpower (5:00)
• Using the empathy superpower for evil (6:00)
• Using the storytelling for evil (8:14)
• Navigating Righteous Path of Product Management (13:20)
• Using the planning superpower for evil (17:00)
• Avoiding stakeholders that get in your way (20:15)
• Why shouldn't we pursue the dark side of product management (22:00)
• How do you know when your employees are looking for impact but doing it in a self serving way - how to stop it from happening (27:00)
• Balance between short and long term product decisions (31:30)
• Todd’s talks about how the Nintendo Wii is a good example of ethical product management (36:30)
• Key takeaways (38:00)

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On The Product Porch, every topic is a product topic. Dive into casual conversations on product management and career growth, woven with pop culture and real-life insights. Each episode offers actionable takeaways as the hosts tackle pressing questions and challenges in the product field. Settle in with Joe Ghali, Ryan Cantwell, and Todd Blaquiere! Help keep the Product Porch lights on by giving at https://www.patreon.com/TheProductPorch Join our email list and never miss an episode at theproductporch.com

Are soft skills the secret weapon of great product managers? In this episode of The Product Porch, hosts Todd Blaquiere and Joe Ghali welcome special guest Claudia Saleh, Lead Product Manager at The Walt Disney Company, to break down the essential soft skills every PM needs—and why they matter.

We explore real-world insights—including how soft skills shape leadership at Disney—and tackle big questions like: Can emotional intelligence be developed? How do great PMs navigate difficult stakeholders? And what role do adaptability and communication play in product success? With expert perspectives and practical takeaways, this episode will help you sharpen the skills that set top product managers apart.

 

References & Links
Follow Claudia at: https://www.linkedin.com/in/claudiasaleh/

 

Show Notes: Episode 18 - The Hard Things About Soft Skills

[1:04] Welcome Claudia to The Product Porch
Introduction and why soft skills are essential in Product Management

[2:08] Soft skills define a PM’s success
Why stakeholder management, communication, and collaboration are non-negotiable

[4:00] Can PM soft skills be taught?
The role of emotional intelligence and situational awareness

[6:00] Soft skills for career growth
Why mastering influence without authority helps PMs get ahead

[8:00] Joe’s early career story – shoutout to Ray!
A real-world lesson in learning product leadership skills the hard way

[10:00] Essential skills for early-stage Product Managers
How empathy, adaptability, and critical thinking lay the foundation for success

[12:00] Can you teach a PM to be adaptive?
Why PMs must be comfortable with uncertainty and change

[13:09] Bumper sticker wisdom: “Embrace the Grey”
Product Management is rarely black and white—so how do PMs navigate ambiguity?

[14:32] Owning personal growth as a PM
Claudia shares why acknowledging weaknesses is key to improvement

[17:30] Tailoring communication for different audiences
How PMs adjust their messaging between business teams and engineering teams

[20:00] Fun fact: Claudia’s fear of bears 🐻 (yes, this is relevant!)

[21:30] Presentation skills = Product Management superpower
Why strong presentation and storytelling skills are crucial for PMs

[22:42] Claudia’s ultimate mom tip (because life is product management too!)

[23:35] Game time: How different careers build PM soft skills
Todd throws out different job backgrounds—what skills transfer to Product Management?

[26:05] Beyond your career: Where else do PMs develop soft skills?
Coaching, volunteering, parenting—real-world leadership lessons

[27:40] Need travel advice? Claudia has you covered

[29:52] Pop culture moment: Todd drops a Tombstone metaphor
The PM lesson? Play to your strengths!

[30:32] Soft skills for leading Product Managers
What’s different when you go from IC to leading a product team?

[34:15] Leveraging life experiences in Product Management
Some things can’t be learned in a course—it’s about experience and reflection

[36:00] Todd’s story about his new CTO—learning through leadership

[37:30] Is deep focus (aka “being alone and coding”) a soft skill?

[38:00] Claudia’s secret: She spent 10 hours coding the day before this podcast

[40:00] Key Takeaways

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Should Product Managers and Product Marketing Managers be separate roles or one? In this episode of The Product Porch, we break down their key differences, where they overlap, and how organizations define their responsibilities.

We share real-world examples—including how Airbnb structures these roles—and tackle big questions like: Who owns the buying journey? Where should PMMs report? And how does role clarity drive product success? With fun analogies and practical insights, this episode will help you collaborate more effectively and navigate this ongoing debate.

[2:00] The Big Question
Should we have two separate roles—the Product Manager and the Product Marketing Manager?

[2:30] Defining the PM Role
Product Managers connect customer values to business outcomes.

[3:20] Defining the PMM Role
Product Marketing Managers focus on awareness, messaging, and proof points.

[5:00] Wearing Both Hats
Joe shares his experience working with a dedicated PMM role vs. managing both the PM and PMM responsibilities himself.

[8:15] How Airbnb Does It
A look at how Airbnb structures the PM and PMM roles.

[9:30] Office Space Moment
Todd’s I have people skills reference sparks a discussion on communication in both roles.

[10:20] PMM as Execution?
Are Product Marketing Managers seen as tactical executors rather than strategic partners?

[11:00] The Role of Personas
Ryan shares his perspective on how personas shape PM and PMM responsibilities.

[12:42] Todd’s Cinnabon Confession
A side tangent on Todd’s unexpected connection to Cinnabon.

[16:00] Role Accountability
Why defining clear responsibilities helps delineate the PM and PMM roles.

[18:30] Wizard of Oz Analogy
How Dorothy, the Tin Man, the Lion, and the Scarecrow represent a well-balanced product team.

[20:19] Splitting the Roles
Ryan shares his experience during a past company transformation when the PM role was split.

[21:23] Reporting Structure Debate
Does it matter where the PMM role reports within an organization?

[22:45] Marketing vs. Product Outcomes
Do Product Marketing Managers lose sight of product outcomes when reporting to marketing?

[24:00] Measuring Success
Defining the right success metrics for both the PM role and PMM role.

[26:24] Who Owns It Game
Ryan leads a fun round of Who Owns It—PM or PMM?

[31:00] Sales Enablement Ownership
Who should train the sales team on new products?

[33:00] The Buying Journey Debate
Todd argues that the PMM role should own the buying journey.

[36:10] GTM Strategy
Are Product Marketing Managers truly empowered to lead go-to-market strategy?

[38:23] Key Takeaways
Clear role definition is critical for strong team collaboration and product success.

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Are you struggling to navigate the overlap between Product Management and User Experience roles?

In this episode of The Product Porch, we dig into the common friction between PMs and UX Teams, starting with a question from a listener about role clarity. We explore where the two roles typically overlap—like discovery—and discuss how both contribute unique value to solving problems. You’ll hear about prioritization techniques like the “IFD” method, the importance of team working agreements, and practical steps to align goals and avoid silos.

We also dive into what makes a great UX Designer, share examples of UX antipatterns, and discuss how to foster better collaboration by understanding each other’s strengths. If you’ve ever wondered how to build a stronger partnership with your UX team, this episode will give you ideas you can put into action.

 

References & Links:

Prioritizing Problems- the IFD model
https://medium.com/management-matters/prioritize-your-problems-now-with-the-intensity-frequency-matrix-481ec156eeca

Todd's LinkedIn: https://www.linkedin.com/in/todd-blaquiere-mba-42a1262b/
Joe's LinkedIn: https://www.linkedin.com/in/josephghali/
Ryan's LinkedIn: https://www.linkedin.com/in/ryantcantwell/

 

Show Notes: Episode 16 - What Product Managers Get Wrong About UX

[1:01] Listener Question
A UX friend of the Porch, Holiday, asks if we have ever dealt with the overlap between UX and Product Management responsibilities, highlighting the need for role clarity.

[4:00] Sarcasm from Ryan
Ryan jokingly claims there is "never" any overlap of roles within product management, underscoring the ambiguity in the PM role and UX role.

[4:30] Clarifying Roles
Discussion about the distinctions and clarity between UX and UI roles, emphasizing the role of UX in design and research.

[7:30] Discovery Overlap
Emphasis on discovery as a key area where the role of the product manager and UX roles often overlap, showcasing their shared focus on user needs.

[8:34] The Value of Discovery
Exploring the unique contributions of PM roles and UX roles in the discovery process, with a focus on UX research and market insights.

[11:39] Prioritizing Problems
Todd poses an important question for UX leaders: How do you prioritize problems within the UX design and product framework?

[12:01] Ryan's "IFD" Method
Ryan introduces his favorite "problem" prioritization framework, "IFD." (Details in show notes.) This method is applied to both the PM role and the role of UX in problem-solving.

[14:30] Market and Personas
Todd highlights the value PMs bring to problem discussions through their understanding of market needs and personas, complementing the insights from UX research.

[17:25] Joe's Apology
Joe apologizes to Elise, his best UX friend ever, for any oversight of the vital role of UX in product success.

[18:20] Strengthening Relationships
How to open the door to building a stronger relationship between Product Management and UX roles, focusing on role clarity and mutual respect.

[19:30] What Makes a Great UX Designer
Characteristics and traits of an effective UX designer, highlighting the importance of collaboration with the PM role.

[21:20] Integrating UX into Product Teams
Should UX be fully integrated within the product team? Todd finds it hard to disagree with Joe, noting that aligning the PM role and the UX role can improve outcomes.

[23:00] Aligned Objectives
Todd argues why UX roles should roll up into the same team as Product Management to ensure aligned business objectives and outcomes.

[24:00] Techniques for Alignment
Discussion of strategies for aligning PM and UX roles and helping them better understand each other’s responsibilities and contributions.

[25:45] Team Working Agreements
Joe introduces the concept of Team Working Agreements to set clear expectations and accountabilities, ensuring role clarity and collaboration.

[28:00] Avoiding Silos
Exploring how culture influences the prevention of PM and UX silos, with an emphasis on fostering collaboration between these roles.

[30:00] Advocacy for Roles
Discussion on how PMs and UX teams can effectively advocate for their respective roles and contributions.

[34:17] Lightning Round - UX Antipatterns
A rapid-fire segment on common UX antipatterns to watch out for, focusing on their impact on the UX role and product outcomes.

[35:10] Ideal Team Setups
Todd discusses his "Discovery Squad" concept as an example of an ideal setup between UX and PM roles, emphasizing collaborative discovery.

[37:10] Discovery Backlog
Ryan introduces the idea of a shared "Discovery Backlog" for PMs and UX designers, highlighting its value in aligning priorities and fostering role clarity.

[38:00] Key Takeaways
Building strong relationships between PMs and UX teams starts with making friends, learning each other's strengths, and collaborating effectively, while ensuring clarity in their respective roles.

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Are you worried about how AI might impact your career in product management?

Don’t let uncertainty hold you back. Join us for this special episode of The Product Porch, where we welcome special guest Dean Peters and dive into the AI trends every product manager needs to know. We’ll explore how AI is transforming the role of product managers, from decision-making and prioritization to stakeholder collaboration and strategic planning.

You’ll gain actionable insights on using AI as a tool to enhance your impact, stay relevant, and secure your role in an AI-driven future. Plus, we’ll tackle the tough questions: Is AI a threat to product managers? How can you adapt to these changes and position yourself as a leader in the evolving landscape?

Whether you’re curious, concerned, or both, this episode will equip you with the knowledge and confidence to succeed in the era of AI.

 

References & Links

Follow Dean at: https://www.linkedin.com/in/deanpeters/

Dean's Blog | Dean on Delivery: https://www.deanondelivery.com/

What is Agentic AI? https://hbr.org/2024/12/what-is-agentic-ai-and-how-will-it-change-work

Twinery: https://twinery.org/

 

Show Notes: Episode 15 - AI's Impact on Product Management

[2:00] Welcome to the Podcast
Dean kicks off the discussion with a story that sets the stage for exploring AI and Product Management trends.

[3:20] The End of Product Manager Jobs?
Dean makes a bold claim: the Product Manager role as we know it is disappearing.

[4:11] 2025 Product Management Trends Begin
Dean predicts the biggest changes AI will bring to Product Management in 2025.

[4:48] Prediction #1: Automated Explainer Videos
Dean shares how Artificial Intelligence will revolutionize the creation of explainer videos, making it faster and cheaper.

[7:20] “It’s Already Happening!”
Joe backs up Dean’s prediction with real-world examples of AI automating video production at a low cost.

[8:48] What Does This Mean for PMs?
Todd agrees with Dean but poses the critical question: Is this shift good for Product Managers?

[11:41] The Rise of Storytelling in Product Management
Why being a great storyteller, with empathy and compassion, is a critical skill in an AI-driven future.

[13:54] Problem Statements as Art
Todd compares writing a strong problem statement to creating a masterpiece, emphasizing the artistry involved.

[14:56] Most PMs Struggle with Problem Statements
Todd explains why many Product Managers fall short and how asking the right questions can turn "garbage" into gold.

[16:24] Prediction #2: Agentic and Customizable AI
Dean introduces the rise of AI tools tailored to individual needs. (Check the show notes for a definition.)

[18:54] Better Workflows, Thanks to AI
Dean explains how AI will revolutionize workflows, making them more efficient and adaptive.

[21:30] Introducing “Twinery”
Dean teases a new concept that could reshape how Product Managers approach storytelling. (Details in the show notes.)

[22:43] Prediction #3: Open Source AI Models
Dean highlights the rise of open-source AI and its implications for the Product Management space.

[23:45] Proof of Life for Product Managers
How open-source AI models are creating new opportunities for Product Managers to validate user needs.

[27:00] Todd’s 2025 Prediction: AI in User Testing
AI will revolutionize user behavior analysis, allowing PMs to run customer simulations with unprecedented accuracy.

[28:40] Prediction #4: The Rise of Synthetic Data
Dean predicts synthetic data will allow PMs to simulate user interactions with their products.

[33:00] Prediction #5: Automating the Scrum Master Role
AI could replace the “Jira Slinging Ticket Monkey” function, automating repetitive tasks.

[34:40] 2025 Product Management Wish List
The team shares their hopes and dreams for the future of Product Management.

[35:45] Product Roadmaps: Art Over Science
This is a reminder that creating roadmaps requires creativity and intuition, not just data.

[37:30] Dean’s Wish: Automatic Fine-Tuning
Dean imagines a “Ronco Brain Dump” system for effortless idea refinement.

[38:30] Connect with Dean Peters
Find Dean on social media for more insights on AI and Product Management.

[40:00] Key Takeaways
AI is reshaping Product Management with automation, storytelling, and new tools—adapt now to stay ahead in 2025.

 

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Is your experience with annual performance reviews anxiety-inducing? Stop sweating, and join us for this episode of The Product Porch, where we discuss strategies product managers need to ace their annual performance reviews. From framing your accomplishments to overcoming common review pitfalls, we’ll show you how to turn your review into an opportunity for recognition and growth. You’ll leave with practical tips to effectively communicate your value, align with leadership expectations, and set the stage for success.

We even discuss why the annual review process feels broken and share ideas to make them more meaningful and effective.

 

References & Links

Nine Lies About Work: A Freethinking Leader's Guide to the Real World | https://store.hbr.org/product/nine-lies-about-work-a-freethinking-leader-s-guide-to-the-real-world/10214?srsltid=AfmBOopQNCeo0kYerQGhXkfI7-3TR1XIXn6seajzp9hW8H8sn1wvqb5O

 

Show Notes for Episode 14: Ace Your Annual Performance Review

[1:15] Our Feelings on Annual Reviews
Ryan reveals he’d rather mulch than tackle an Annual Review.

[2:54] First Performance Review PTSD
Ryan shares a traumatic Performance Review experience as a Product Manager and the infamous “Be More Like Me” feedback.

[3:52] Why Performance Reviews Don’t Work
Todd lists four flaws: recency bias, diverse value expressions, unreliable ratings, and focus on weaknesses.

[6:40] Judging a Quarter, Not a Year
Why most evaluations in Product Management focus on events from the last 6–8 weeks.

[7:51] The Surprise-Free Review
Joe explains why surprises in Performance Reviews spell trouble.

[10:47] Ideal Evaluations
What’s the best way to evaluate people, and what matters most in a Product Manager’s performance?

[11:50] Measuring a Product Manager’s Impact
How do you fairly assess the breadth and depth of Product Manager responsibilities?

[13:23] Sales Team Backlash
Ryan wonders: Will presenting bad news to sales hurt his Performance Review, even if it’s not his fault?

[14:30] Evil Todd Strikes Again
Todd brings humor to the broken Annual Review process.

[15:21] Gaming the System
Ryan shares how some Product Managers manipulate their Performance Reviews to hit numbers.

[16:10] Recency Bias in Product Management
How recency bias can distort evaluations for Product Managers.

[17:40] Hero Complex in Product Management
Do great Product Managers need to play the hero?

[18:27] Leading Indicators Over Outcomes
Why it’s crucial to sell leading indicators when Performance Reviews don’t account for long-term results.

[20:31] Should we Aim for Well-Rounded or Spikey?
Are the best Product Managers balanced, or should they excel in specific areas?

[23:12] Risks of Focusing on Weaknesses
What happens if you only focus on improving low competencies?

[24:44] Why We Focus on Negatives
Exploring the human tendency to zero in on flaws during Annual Reviews.

[28:14] Evaluating Product Spikes
Todd explains how to measure a Product Manager against their product spikes.

[29:00] Values-Based Reviews
Todd critiques values-based reviews as being too subjective.

[31:36] Perception vs. Reality
Why perception is reality in the Product Management world and how it impacts Performance Reviews.

[34:17] Ditching Annual Reviews
Joe advocates for quarterly reviews over Annual Reviews, drawing parallels to roadmap trends.

[35:40] Fixing Annual Reviews
Todd’s actionable recommendation to improve Annual Performance Reviews.

[38:00] Why Annual Reviews Persist
Examining why companies cling to Annual Review models.

[38:41] 90% Ineffectiveness
Ryan shares that 90% of Annual Reviews fail to deliver results.

[38:59] Manager Dissatisfaction
95% of managers dislike their organizations’ review structures.

[39:54] Fixing Annual Reviews
Strategies to overhaul the Performance Review process.

[41:30] Measuring What Matters
The importance of clear product and organizational metrics in Product Management.

[43:00] Build a Wins Document
Why tracking your wins can help with Annual Reviews and how to get promoted.

[45:56] Crushing the Fourth Quarter
Tips to end the year strong as a Product Manager.

[47:18] Seek Feedback
Proactively gather feedback to excel in Performance Reviews.

[47:30] Key Takeaways
“We are not reliable raters of other people,” but improvements are possible for Product Managers and their teams.

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Is your product losing traction or failing to grow? You might be experiencing product-market drift—the silent killer of product success. In this episode, we are joined by David Nash, who helps us spot the warning signs and shows you how to realign with customer needs, market trends, and evolving technologies. Learn how to stay ahead of the drift with actionable strategies that ensure your product remains relevant and continues to deliver value. Don’t let your hard work go to waste—listen in and discover how to keep your product healthy, adaptable, and ready for growth.

Show Links

Dave Washa- Product Market Drift

https://www.mindtheproduct.com/fighting-product-market-drift-by-dave-wascha/

Find David Nash on Linkedin

https://www.linkedin.com/in/dnashpdx/

 

Show Notes for Episode 13: Battling Product-Market Drift

[1:00] Welcome, David Nash!
David joins us to talk about product-market drift and how product managers can stay ahead of it.

[1:30] The Secret to Hiring Great Product Leaders
David shares his knack for building stellar product teams.

[2:06] What Is Product-Market Drift?
We dive into what this sneaky challenge is and why it matters.

[3:50] The 6 Causes of Product-Market Drift
David breaks down the top reasons products lose their way.

[5:30] David’s Big Contributions
How David’s work helps product managers keep their products relevant.

[9:00] When Startups Lose Focus
Ryan explains how a lack of focus leads to failed products.

[10:49] Customers Want More (and They’re Not Waiting)
65% of people expect better services now than just a few years ago.

[12:30] Joe’s Vegas Love Story
What online travel agencies after 9/11 taught us about market evolution.

[15:07] David’s Vegas Adventure
A fun story about a father-daughter trip and customer expectations.

[18:00] Southwest Airlines and Risks of Change
Joe questions Southwest’s decision to tweak its winning formula.

[21:06] Risk: The Biggest Organizational Mistake
David explains why avoiding risk can be deadly for products.

[24:00] AI Projects and Taking Risks
David shares lessons from his team’s first AI project.

[27:10] Todd’s Stakeholder Management Lesson
An unforgettable story about managing tricky stakeholders.

[29:55] Driving Risk Through Red Tape
David introduces his “risk register” to help product managers tackle organizational barriers.

[31:45] Job Description Drift
When roles shift, how do you stay on track?

[32:30] Todd’s Big Epiphany
What makes product managers such a unique and fascinating group?

[35:00] Key Takeaways
Learn how to spot and fix product-market drift before it’s too late.

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Are you unsure how your Product Manager responsibilities fit into your team’s dynamics? Struggling to define your Product Manager job or wondering what it takes to thrive in your role? In this episode, we label different product team culture types, explore their anti-patterns, and discuss the types of people who perform best in each environment. Along the way, we break down the Product Manager definition within these settings and highlight essential skills for Product Managers to succeed. Think of this episode as part career guide, part group therapy—it’s packed with insights to help you navigate team dynamics and unlock your full potential.

1:21 - Todd has been thinking a lot about cultures—specifically product team cultures and how they impact Product Manager responsibilities.

2:00 - The Product Culture Name It Game and how to thrive in each culture as part of your Product Manager job.

3:26 - We discuss the different elements of product team cultures and their impact on defining essential skills for Product Managers.

5:52 - “If you build it, they will come”—a classic anti-pattern in product management.

8:29 - A discussion around sales enablement and its role in Product Manager responsibilities.

11:11 - A team that ONLY focuses on metrics/KPIs—aka the “tightwad” product culture, and what this means for the Product Manager job.

14:12 - Good aspects of a data-driven product culture and how it aligns with the Product Manager definition.

16:57 - Todd explains why he would thrive in a “data-thirsty” culture.

19:01 - Tips for how a PM can succeed in a data-driven culture by leveraging essential skills for Product Managers.

21:10 - Is success making all stakeholders happy? Or is it ensuring all departments agree on the right thing to do?

22:39 - The Consensus-Driven Culture—Joe gets the gold star for team alignment!

23:30 - A fun “Truman Show” reference to illustrate consensus-driven decision-making.

25:20 - Ryan shares when a consensus-driven culture isn’t ideal for a Product Manager job.

26:00 - Lightning Round: We share our favorite product culture names!

29:00 - Cool Kids Culture? Todd shares childhood trauma about not being “cool.”

30:52 - The Learners Culture: Why constant learning is an essential skill for Product Managers.

32:40 - Ryan and Todd joke about Joe’s real age—was he born in 1935?

34:04 - The Mission-Driven Culture: Aligning product strategy with purpose.

36:22 - The Fire-Fighter Culture: When every day is crisis management.

38:45 - Joe shares the Customer-Centric Culture: What it means for Product Manager responsibilities.

39:20 - Advantages and disadvantages of customer-centric cultures and their impact on defining essential skills for Product Managers.

41:00 - We share which product cultures each of us would thrive in based on our strengths as PMs.

42:00 - Key Takeaways: Plus, a fun “Jumanji” reference to wrap things up.

 

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Why does imposter syndrome hit product managers so hard, and what can we do about it?

In this episode, Todd Blaquiere and Ryan Cantwell dig into why imposter syndrome shows up so often in product management. From vague job descriptions to being accountable without real authority, they unpack what makes this role especially prone to self-doubt.

We share personal stories, talk through common patterns like the imposter cycle, and ask the bigger question: is this about us, or the environments we’re working in?

We also cover what managers can do to support their teams and why that nagging feeling might not mean you're broken. It might just mean you're growing.

Before you second-guess your seat at the table, pull up a chair on the porch. This conversation might remind you why you’re exactly where you need to be.

References & Links

• ProductPlan article — 92% of product managers report experiencing imposter syndrome
  https://blog.academyofpm.com/p/imposter-syndrome
• PubMed study — Research showing 70% of people experience imposter syndrome at some point in their careers
  https://pmc.ncbi.nlm.nih.gov/articles/PMC10060463
• The Imposter Cycle (Pauline Clance) — The foundational model describing how imposter syndrome repeats itself
  PDF download

Time Stamped Notes:

Introduction to Imposter Syndrome
[00:00] Kicking off - Why PM is a breeding ground for imposter syndrome
[00:28] Setting the vibe - Honest, practical, personal
[01:03] Todd’s first PM gig - A story from the LA Times
[03:00] 92% stat - Most PMs feel this way

Personal Experiences and Imposter Syndrome
[03:26] Humidity metaphor - PM creates the perfect climate
[04:11] Type A vibes - Ryan on perfectionism
[05:48] No map - Entering PM without a guide
[07:00] Credentials gap - Everyone else seems legit
[08:30] No control - But still on the hook
[11:00] Feedback flood - Too much input, all the time

The Imposter Cycle and Its Effects
[12:18] The cycle - Overwork, success, repeat
[14:00] Todd’s report - Proof through spreadsheets
[16:00] Failure bias - We remember the bad stuff
[17:30] What helps - Use feedback, play to your strengths

Risks and Implications of Imposter Syndrome
[22:03] Vision blocks - Doubt clouds strategy
[23:30] Trust erosion - Over-talking or going silent
[24:30] Innovation drag - Self-doubt stifles creativity

Individual vs. Environment
[28:39] Big Q - Is it you or the system?
[29:30] Context matters - Good environments help
[30:00] Growth signal - Maybe it’s not a flaw

Hot Takes and Final Thoughts
[31:21] Startup vs enterprise - Which fuels the doubt?
[33:00] Metrics? - Not the magic fix
[34:00] Good imposter syndrome? - Maybe a little humility helps
[36:05] Final note - You’re not broken

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Ever feel like you’re doing everything “right” in product management—and still not seeing results?

From Agile to OKRs to product-led growth, there’s no shortage of shiny techniques promising success. But what happens when these so-called solutions fall flat?

In this episode, we dive into the myth of silver bullet solutions—those magic product techniques that are supposed to fix everything overnight. We break down which tactics get overhyped, why they often fail, and how you can avoid the common mistakes that come with chasing the latest framework.

If you’ve ever suffered through a standup that went nowhere or watched a new tool get hailed as the answer to all your problems, pull up a chair—we’re unpacking it all on the porch.

Time Stamped Notes:

Introduction and Podcast Overview
[00:09] What is a silver bullet? – Defining the allure of quick fixes in product management
[01:49] Examples in the wild – Roadmaps, new tools, and false hope

The Temptation of Quick Fixes
[03:09] Magic bullet mindset – Todd's workout analogy and business pressures
[04:29] Quarterly pressure – Why QBRs drive poor decision-making

Common Silver Bullet Techniques
[05:35] The Agile trap – When scrum ceremonies go wrong
[06:44] Misusing agile – The cost of skipping foundational work
[07:41] Voice of the customer – When "talk to 10 customers" becomes a checkbox
[09:27] Discovery dysfunction – Joe and Ryan debate real vs. fake discovery
[11:00] Better metrics – Roadmap cadence and persona updates

Silver Bullet or Shot in the Foot Game
[17:00] Round 1: Tools – Why software alone isn’t the fix
[20:00] Round 2: Product demos – Celebrated or sabotaged?
[22:30] Round 3: OKRs – Only as strong as your strategy
[25:25] Round 4: Product-led growth – Misunderstood and misapplied
[26:58] Round 5: Standups – Weaponized check-ins or true team huddles?

Tier List of Techniques
[29:16] Ranking the myths – F to A tier, no technique is sacred
[31:33] Jobs to Be Done – Why even JTBD can fall flat

Advice for Product Managers
[36:57] What to do when leadership drops a “fix” on you
[38:00] Read the book – Why understanding the full context matters
[39:28] Don’t protest, pilot – How to earn influence and adapt in real-time

Takeaways and Conclusion
[42:05] Quick wins > magic bullets – Joe’s final advice
[43:01] Learn to learn – Todd’s call for intentional practice
[43:44] Porch games and product laughs – Wrapping it up with fun

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Does being likable actually help Product Managers get ahead—or just distract from what really matters?

In this episode, we dig into the balance between likability and results in product management. Do you really need to be liked to succeed? Or is trust and respect what really drives your career forward? Todd, Ryan, and Joe unpack how likability plays out in real product work—and why understanding this dynamic can transform how you manage stakeholders and grow your career.

You’ll leave with practical ways to build trust, earn respect, and avoid the common pitfalls that hold back well-intentioned PMs.

Pull up a chair and listen in if you're ready to rethink what drives your impact.

Time Stamped Notes:

Introduction and Overview
[00:00] Warm welcome – Ryan, Todd, and Joe set the scene for a deeper look at likability in product management.
[00:30] What does being likable even mean—and does it matter?

The Likability Spectrum
[00:49] Todd vs. Joe – Different reactions to being disliked.
[01:40] Ryan prompts reflection: Should PMs invest in being liked?

The Role of Trust and Results
[02:40] The real currency – Why trust beats likability.
[05:36] Cheerleading vs. critical thinking – the likability/results balance.
[06:40] Trust as a strategic lever in career growth.

Building Relationships and Trust
[07:12] Likability in context – when it matters most.
[11:46] Relationship-building tips from new team onboarding.
[13:15] Empathy and respect > expertise when entering a new role.
[15:13] Real-world example: breaking down silos with newsroom stakeholders.

Practical Tips for Product Managers
[17:57] Use empathy to engage stakeholders.
[20:26] "Trust is earned, not given."
[21:16] Get feedback early—don’t wait for the performance review.

The Balance of Likability and Integrity
[21:16] Why over-indexing on likability can backfire.
[23:59] Integrity, not image – what carries you through hard times.
[25:13] Transparency and owning mistakes build deeper trust.

Takeaways and Closing Remarks
[30:01] Be vulnerable – it’s a strength, not a weakness.
[30:29] Avoid chasing the wrong signals—focus on trust and impact.
[31:30] Likability is subjective—impact isn’t.
[32:03] Wrap-up and invitation to reflect on your own likability mindset.

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Ever feel like your product is slowly becoming just another version of the competition?

In this episode, we talk about the pressures product managers and product leaders face when stakeholders push for feature parity and price wars. Joe Ghali, Ryan Cantwell, and Todd Blaquiere share real-world stories and practical strategies for resisting copycat requests, protecting your product strategy, and staying true to your customer value proposition.

We’ll break down how to spot early signs of commoditization, how to align sales and product teams, and how strong market positioning—and a little courage—can set you apart.

Tune in and learn how to lead with innovation, not imitation.

References & Links

- Dollar Shave Club Commercial
- Liquid Death

Time Stamped Notes:

Introduction and Setting the Stage
[01:05] Pressure to copy competitors - Ryan shares his frustrations from 15 years in product management.

The Danger of Copycat Product Management
[02:41] Hotels shift to experience - Joe recounts post-9/11 changes in the hotel industry.
[03:58] Sales pressures - Todd discusses empathy for sales teams and roadmap challenges.
[04:31] Copycat feature pitfalls - Risks of losing product identity by mimicking competitors.
[05:40] Recognizing commoditization - How to identify early signs of a product becoming a commodity.

Winning with Differentiation
[06:39] Failed copycat products - Stories illustrating the cost of copying competitors.
[08:27] Dollar Shave Club example - How unique monetization and branding created success.
[10:30] Liquid Death example - Building differentiation through bold branding and distribution strategy.
[12:00] Competing beyond price - Focusing on customer experience and unique value.

How to Handle Copycat Requests
[14:26] Strategies for handling requests - Asking for validation and de-risking decisions.
[16:30] Finding a middle ground - Balancing stakeholder requests without losing strategic focus.
[18:41] Communicating value - Helping sales teams reframe customer objections.
[19:45] Talking points for stakeholders - Techniques for responding to "be like the competition" requests.

Aligning Sales, Product, and Strategy
[19:57] Sales incentives and product alignment - Adjusting commissions to support new product goals.
[22:30] Box-checking feature risks - Recognizing when a feature request is just a checkbox.
[23:54] RFP challenges - Shaping customer expectations before tenders are released.

Positioning and Company Values
[28:49] Values as a decision filter - Using company mission to prioritize product decisions.
[31:59] Positioning the competition - Shaping how customers view both you and your rivals.
[33:30] Lessons from "I'm a Mac" - How clear positioning drives customer perception.
[34:30] Building differentiated positioning - Methods to keep the product distinct and memorable.

Key Takeaways and Closing Thoughts
[35:25] Training and support as differentiators - Building loyalty through education.
[37:13] Jobs-to-be-Done framework - Understanding emotional and social needs.
[38:30] Importance of internal alignment - Selling your own team on the product vision.

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What should you actually do when AI shows up in your job?

In this episode, we take a grounded look at how product managers can respond when a new era of technology—like AI—starts shifting expectations. Drawing lessons from the past (like the rise of email and automation), we unpack what’s really happening to productivity, why it feels like workloads are increasing, and how to tell whether you’re falling behind or just caught in the noise.

We also share real strategies product managers are using today to stay valuable—like becoming the go-to for new tools, focusing on process improvements, and asking better questions at work.

Listen in to get practical advice that cuts through the hype—and shows you how to stay valuable as your role evolves.

References & Links

PMC Study – “Keeping up with work email after hours” by PubMed Central
https://pmc.ncbi.nlm.nih.gov/articles/PMC8782676/

Forbes Study – “AI tools and employee workload” (July 2024)
https://www.forbes.com/sites/bryanrobinson/2024/07/23/employees-report-ai-increased-workload/

Economic Policy Institute – Research on productivity vs. wage growth
https://www.epi.org/productivity-pay-gap/

University of California Study – On task switching and cognitive load (23-minute recovery stat)
https://ics.uci.edu/~gmark/chi08-mark.pdf

Hidden Figures (Film Reference)
https://www.imdb.com/title/tt4846340/

Time Stamped Notes:

From Hospital to Headset: Ryan’s Story
[00:00] Opening and housekeeping - Todd kicks off with a Patreon plug and reviews ask.
[01:03] Health scare - Ryan shares details about his emergency surgery and rare syndrome.
[02:00] Living with cyclic vomiting syndrome - Raising awareness and encouraging empathy.

Is AI Helping—or Just Raising Expectations?
[02:35] Setting the stage - Joe questions whether AI is boosting productivity or shifting expectations.
[03:58] Value versus velocity - The team considers if AI tools truly deliver what they promise.
[04:59] The speed trap - Instant response culture and its impact on mental load.

The Email Trap: A Warning from the Past
[04:12] PMC study on email - Todd references research showing faster comms led to heavier workloads.
[05:11] Expectation inflation - The crew explores how “faster” led to “more.”
[06:10] Slack and Teams - Modern tools continue the trend of reactive work.

When More Content Isn’t Better: A Real Story
[07:08] LA Times video push - Todd tells a cautionary tale from his newsroom days.
[11:00] Productivity vs. value - Making more content didn’t lead to better outcomes.
[12:30] Cognitive overload - Quantity undermined creativity and quality.

AI Tools Are Supposed to Help—So Why Are We Busier?
[13:38] Forbes study - 77% of AI users say their workload increased.
[14:32] Managing AI like an intern - Todd explains the care and feeding required for effective AI use.
[16:30] Prompting matters - Why lazy prompts lead to bad output and more rework.
[17:30] Smart, but exhausting - Comparing AI to the smartest intern you still have to manage.

Lessons from the Automation Era: Staying Relevant in Tough Times
[19:33] The productivity paradox - Productivity rises, but wages and jobs don’t.
[22:05] The middle class squeeze - Historical parallels to today’s shrinking roles.
[24:21] What workers did right - Becoming the go-to, learning new tools, and shifting mindset.

How to Stay Valuable as the Rules Change
[27:34] Six lessons from the past - Todd outlines a checklist for staying relevant.
[28:30] Don’t just check the box - Ryan advises curiosity and experimentation over passive learning.
[30:00] Architect your own processes - Todd encourages product pros to build new ways of working.
[32:25] Watch cognitive load - University of California study on task switching shows 23 minutes lost per shift.
[34:30] Play to human strengths - Better questions, better communication, better decisions.
[35:40] Final reflections - The team wraps with advice: don’t just survive—engage with change on your terms.

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Why are so many product managers saying, “I’m a perfect fit on paper… so why am I not getting interviews?”

In this episode, we sit down with veteran product recruiter Heidi Ram to talk about what’s really happening in product management hiring right now. Since the 2022 correction, the market has shifted. There are more smart, credentialed PMs than ever… but hiring leaders are no longer optimizing for buzzwords. They’re optimizing for proof. Have you done the exact hard thing they need done?

Heidi breaks down the four questions every employer is silently asking when they open your resume, why your ability to talk about anything can actually hurt you in candidate mode, and how to run your job search like a real go-to-market strategy. We also dig into compensation hype versus reality, what recruiters can and can’t do for you, and how to think clearly about money, learning, and long-term career value without getting pulled into social-media FOMO.

If you’ve been hearing crickets after tailoring your resume or wondering how to actually stand out in today’s product management hiring market, pull up a chair, and join us on the porch.

 Time Stamped Notes:

Introduction and Guest Welcome
[00:00] Perfect on paper tension – Why PMs feel like strong candidates but aren’t getting interviews
[00:36] Market reality check – Heidi joins to unpack what’s changed in product hiring
[01:41] Recruiter perspective – 25 years of hiring across startups and scale-ups

Heidi’s Background and Market Shift Since 2022
[02:57] Recruiting is about people – Why hiring is still human despite optimization
[05:32] PM celebrity era – When money was cheap and hiring was aggressive
[07:00] Market correction impact – Oversupply of PMs without shipped outcomes
[08:30] Smart but unproven – Why credentials and soft skills aren’t enough anymore

What Hiring Leaders Actually Care About
[10:48] Proven over potential – Employers want someone who has done the hard thing before
[13:46] The four resume questions – Where you worked, what you built, why you were hired, what you achieved
[15:56] Solve a problem or realize an opportunity – Why companies truly hire PMs
[23:14] Candidate mode shift – You can’t tell every story; pick the one that matters

Running Your Job Search Like a Go-To-Market Strategy
[24:30] Build your target list – Start with companies where you understand the business
[25:30] Define your ICP – Identify the leader who would actually hire you
[26:30] “Not-a-candidate” outreach – Tie your wins directly to their public goals
[28:00] Train the algorithm – Use LinkedIn intentionally to increase visibility

Recruiters, Discovery Mode, and Better Conversations
[21:54] Ask this question – “What about my profile made you reach out?”
[29:16] Recruiter reality – They can only place you if they have a live mandate
[30:30] Tell your up-and-to-the-right story – Show business growth, not adjectives
[33:57] Ship something – Outcomes are the new currency

Compensation Hype vs. Career Strategy
[35:00] Million-dollar myth – Why big-tech comp distorts expectations
[36:49] What PMs really prioritize – Problem to solve and people to work with
[37:00] Who will you become? – Thinking long-term beyond salary
[40:24] Real-world tradeoffs – Cash today versus growth tomorrow

Employer Perspective: Why Hiring Feels So Hard
[44:00] Recruiting requires presence – Leaders must actively sell the vision
[45:30] Resume friction – Why keyword-heavy resumes fail with business leaders
[46:00] Mission-critical hires – Companies want rapid ROI from external PMs

Key Takeaways and Closing Reflections
[47:18] Power of story – Clear, focused narratives win
[48:00] Always in discovery – Treat your career like a product
[49:03] Curiosity as a superpower – What makes PMs valuable in any market

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Ever feel torn between wanting the impact and scope of a VP or CPO role and worrying about what you might lose along the way? If you’ve been reading job descriptions, Reddit threads, or career advice that all seem to contradict each other, you’re not alone. In part two of our product management career progression series, we get honest about what actually changes as you start aiming for executive product leadership.

We welcome back special guest David Nash to unpack the real work behind VP and CPO titles, and the parts no one puts on the career ladder diagram. We dig into how success gets measured differently, why influence matters more than authority, and what it really means to trade hands-on product work for organizational, financial, and people decisions. We also talk about how to prepare without rushing. What skills matter, how to spot roles that are set up to succeed, and how to stay grounded when the politics and ambiguity show up.

If you’re considering the VP or CPO path and want clarity instead of hype, pull up a chair on the porch. Learn from the scars, shortcut some hard lessons, and leave with a clearer sense of what to build toward next and whether this path is truly right for you.

Time Stamped Notes:

Introduction and Episode Overview
[00:00] framing part two of the product management career progression series
[01:30] why moving up is less about leveling up mindset and more about changing orientation and scope

Guest Introduction and Personal Context
[02:37] David Nash’s background as a multi-time CPO and why lived experience matters at this level
[03:50] personal milestones and rapport that ground the conversation in real leadership journeys

Transitioning from Director to VP
[04:26] the myth of empowerment and why more senior titles do not remove constraints
[06:46] the three Ps framework: product, practice, and people, with people becoming the dominant focus
[07:41] staying close enough to the work without drowning as the scope expands

Challenges and Strategies in Executive Product Leadership
[08:53] legacy products, uncomfortable trade-offs, and why old platforms often fund innovation
[10:40] unwritten strategy, executive subtext, and navigating ambiguity that is never documented
[17:41] balancing short-term delivery with long-term outcomes that executives and boards care about
[19:33] building alliances across the executive team to survive competing priorities

Leadership Trade-offs and Organizational Reality
[21:58] sacrificing product purity without losing intent as responsibility shifts toward the business
[26:49] the CPO mindset shift from product-first thinking to business-first accountability
[29:51] dysfunction at the executive level and why maturity does not magically appear with title

Personal Growth, Mentorship, and Meaning
[41:10] why mentoring and developing people becomes the most fulfilling part of leadership
[43:59] reflections on impact, legacy, and staying connected to why the work matters

Closing Reflections and Takeaways
[46:11] one-word takeaways capturing growth, trust, discomfort, and people
[47:26] final thoughts on preparation, clarity, and choosing the VP or CPO path intentionally

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Why are so many companies putting technology and cost savings ahead of the human experience? In this episode of The Product Porch, hosts Ryan Cantwell, Joe Ghali, and Todd Blaquiere dig into what’s really happening with customer service, and why product managers can’t afford to ignore it.

They share personal stories of declining experiences and pockets of excellence, and explore how product managers can turn customer experience into a true competitive advantage. From using AI in customer support to working more closely with frontline teams, the conversation is packed with practical advice you can apply right away.

If you’re a product manager who wants to stop the slide, build trust with customers, and make service a differentiator for your product, pull up a chair on the porch and let’s talk about how better experiences can drive real product impact.

Time Stamped Notes:

Decline in Customer Experience
[00:55] UPS story – Example of declining customer service.
[02:29] "We’re done" – Awkward interaction highlights lack of engagement.
[04:43] Cost-cutting trend – Companies automate to reduce human interaction.
[05:11] Data check – Forester study shows lowest-ever customer experience index.

Good vs. Bad Customer Service Experiences
[03:06] Southwest story – Example of excellent customer service building loyalty.
[06:55] Pendulum swing – Service quality will rebound as customers push back.
[07:30] Loyalty matters – Positive service drives retention and repeat business.

The Role of Product Managers in Customer Experience
[09:34] Whole product ownership – PMs own the journey from sales to support.
[10:30] Practical tips – Empower sales, onboarding, and support with better tools and training.
[13:30] Continuous discovery – PMs should shadow and meet with support regularly.
[14:57] AI opportunity – AI frees time for deeper customer discovery.

Defining Good Customer Experience in SaaS
[24:29] SaaS example – Frictionless onboarding creates a smooth experience.
[26:21] Anticipating needs – Effective FAQs and proactive support add value.
[27:19] Using ChatGPT – AI troubleshooting often outperforms official docs.

Conclusion and Closing Remarks
[29:30] Key takeaways – Service as a differentiator, not an afterthought.
[30:17] "CX is information" – Customer experience is about enabling with the right info.
[31:00] Service as a frontline driver – Customer service is the product’s real face.
[32:00] Closing – Reflections on empathy, trust, and support as core to product impact.

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Ever wonder if product management is really different in hardware versus software? In this episode, hosts Ryan Cantwell and Joe Ghali dig into the nuances — and the common ground — between these two worlds.

From myths about MVPs and iteration to the very real challenges of supply chains, tooling, and long development cycles, they unpack what makes hardware product management unique. At the same time, they highlight the transferable practices both sides can borrow, from prototyping and discovery to stakeholder management and risk planning.

Along the way, Ryan and Joe explore what hardware PMs can learn from software’s iterative mindset, and what software PMs can gain from hardware’s rigor and discipline. The conversation is full of practical insights, surprising perspectives, and a reminder that product managers of all stripes have more in common than they think.

Whether you’re in hardware, software, or somewhere in between, pull up a chair on the porch and discover how learning across disciplines can make you a stronger product leader.

Time Stamped Notes:

Introduction and Fun Fact
[00:00] Welcome – Intro and setup for the discussion.
[00:07] Proctor & Gamble – Launches a new product every 4.5 days.
[00:25] Framing – Are hardware and software PM really that different?

Exploring Product Management Differences
[01:08] Skepticism – Hardware PMs often dismiss software-driven advice.
[02:13] Defining hardware – Physical, tangible products with weight and substance.
[03:30] Software bias – Most frameworks assume code, not compliance-heavy products.

Understanding Hardware and Software Products
[04:11] Value delivery – Hardware, software, and services deliver value differently.
[05:20] Culture divide – Hardware PMs often roll eyes at “software-first” frameworks.
[06:00] Org influence – Structures drive differences as much as product type.

Agile and Product Management in Hardware
[06:20] Agile ≠ product – Agile is process, not product management.
[06:54] MVP myths – MVP isn’t “crippled” or deficient.
[08:11] Hardware MVPs – Often demos, prototypes, or Wizard of Oz tests.
[09:27] Tools differ – Core mindset stays the same.

Learning from Each Other
[09:46] Prototyping – Shared practice across hardware and software.
[11:23] Customer rigor – Hardware PMs rely on deep customer input before investment.
[13:10] Planning – Hardware forces stronger upfront planning.
[17:36] Market analysis – Software PMs excel at continuous scanning.
[19:00] Cross-learning – Both sides benefit from borrowing practices.

Myths and Realities in Product Management
[19:17] Myth-busting – Testing assumptions about iteration and risk.
[19:36] Iteration speed – Hardware iteration slower, riskier than software.
[21:45] Technical depth – Hardware PMs often need stronger engineering knowledge.
[23:30] Reality check – Iteration exists in hardware, just looks different.

Conclusion and Takeaways
[23:59] Shared lessons – Each domain has practices worth adopting.
[28:40] Perspective – Don’t dismiss techniques from “the other side.”
[32:34] Closing – Hardware and software PMs aren’t that different.
[34:41] Call to action – Go make product friends across domains.

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Some say internal product managers aren’t doing “real” product work. Ryan, Todd, and Joe aren’t buying it. In this episode, they dig into the differences between internal and external product management, and why shifting your mindset, not your products, can give your career the biggest boost.

External PMs get the spotlight with customer growth, revenue goals, and flashy product launches. Internal PMs deal with coworkers as customers, adoption that’s often mandatory, and success measured in efficiency or time saved. That doesn’t make the work less real, it just means the playbook is different. We discuss how internal PMs can dodge the “ticket taker” trap, run discovery without falling into proximity bias, and know when to stick with project mechanics versus when to step back and think like a product manager. They also break down why internal PM can be one of the fastest ways to sharpen your skills and prove your impact.

If you’ve ever felt like your internal PM role doesn’t count, or wondered how to turn it into a career advantage, the porch is open, pull up a chair, and join the conversation.

Time Stamped Notes:

Introduction: Is Internal PM Real?
[00:00] Setting up the question – Ryan, Todd, and Joe tee up the debate on whether internal PM counts as “real” product management.
[02:15] Frustrations from the field – stories of internal PMs being dismissed as “just project managers.”

Internal vs External: What Really Changes
[05:30] Defining external PM – customers, revenue, growth, flashy launches.
[07:20] Defining internal PM – coworkers as users, adoption is mandatory, success measured in efficiency and time saved.
[10:05] Why the differences matter – mindset, not mechanics, shapes career growth.

Dodging the Ticket Taker Trap
[13:40] When internal PMs get stuck – how backlog triage turns into order taking.
[15:55] Moving from tickets to outcomes – tying work to measurable efficiency and risk reduction.

Discovery and the Danger of Proximity
[20:10] What good discovery looks like – even when your users are down the hall.
[22:45] Avoiding assumptions – why access doesn’t mean you know what coworkers need.
[25:30] Practical tips – running interviews, validating real pain, challenging “just build this” requests.

Project Mechanics vs Product Thinking
[30:05] When execution dominates – rollouts with fixed deadlines and requirements.
[32:20] When to step back – shifting into product mode to uncover problems worth solving.
[35:15] Blending approaches – how internal PMs can flex between project and product.

Career Acceleration Through Internal PM
[40:00] Why internal PM is a bootcamp – faster cycles, broader skill-building.
[42:10] Internal PM as a stepping stone – building credibility and positioning for future roles.
[45:00] Final reflections – why internal PM is not just real product management, but a powerful path to growth.

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Ever wonder how to position yourself in a job search the same way you’d position a product?

In this episode, Todd Blaquiere and Joe Ghali welcome back resume and storytelling expert Nils Davis to talk about how product managers can stand out in a crowded job market by running their job hunt like a go-to-market strategy.
We cover why resumes should read like short stories instead of laundry lists, how to uncover your true differentiators, and why research on the company and hiring manager is as essential as product discovery. Nils shares practical ways to frame your value, Todd talks about the mindset that sets you apart in interviews, and Joe highlights what hiring managers actually look for when reading resumes.
If you’re job searching and tired of blending in with 50 other candidates, this episode will give you actionable strategies to treat yourself like the product and position your career for success.

If you’re navigating the job market right now, pull up a chair on the porch and learn how to apply your PM skills to the ultimate product: you.

References & Links

• Connect with Nils: https://www.linkedin.com/in/nilsdavis/
• The Secret Product Manager Handbook
• Sign up for the Product Porch Newsletter

Time Stamped Notes

Introduction and Setting the Stage
[00:00] Welcome and guest intro – Joe, Todd, and Nils set up the discussion around job search as product management.
[01:00] Why job seekers struggle – Common pitfalls PMs face when trying to stand out.

The Importance of Differentiators
[01:19] What makes you different – Nils explains why generic claims like “customer-obsessed” don’t work.
[03:45] Finding your edge – Examples of strong differentiators that hiring managers remember.

Resume Strategies and Common Pitfalls
[05:31] Why copy-pasting job descriptions fails – The trap of tailoring too literally.
[08:15] Story-driven resumes – Using problems, actions, and outcomes to make impact clear.

Crafting a Compelling Resume Narrative
[12:10] The resume as a story – Nils shares how to highlight transformation and business impact.
[16:40] Avoiding vague statements – How to show results with concrete outcomes.

Interview Preparation and Mindset
[19:38] Research like discovery – Treating hiring managers like users to understand their needs.
[23:35] Todd’s interview mindset – Why you should never discount your value going in.

Differentiators and Superpowers
[27:57] Owning your superpower – How to identify strengths and communicate them with confidence.
[30:15] A differentiator in action – Nils gives an example of turning platforms into revenue engines.
[34:41] “Your obvious is your art” – Why what comes naturally may be your biggest edge.

Final Thoughts and Key Takeaways
[35:03] Key lessons – Differentiators, storytelling, research, and mindset for job hunting.
[41:30] Where to find Nils – How listeners can connect for resume help.
[43:02] Wrap up – Closing thoughts and sign-off.

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Ever get told to “focus on outcomes, not outputs”... and then left with absolutely no clue what to do next?

You’re not alone. Too many product thought leaders drop this phrase like it’s gospel, but rarely explain how to apply it. It’s a slogan, not advice, and it leaves real product managers stuck.

This episode is the antidote. We break down what “outcomes over outputs” actually means, how to tell if your org is too focused on shipping, and what practical steps you can take to drive real results. We even play a game to help you build the muscle of spotting outcomes in the wild.

If you’ve ever rolled your eyes at another vague declaration from a product influencer, get ready to fight back. Expect practical advice, real talk, and a few sharp takes on how to translate theory into results that actually get you noticed.

For a conversation on how you can make outcomes work for you, pull up a chair on the porch.

Time Stamped Notes:

Introduction and Welcome Back Joe
[00:45] Joe returns – Joe Ghali rejoins the podcast after a brief hiatus and kicks off the episode with the theme of focusing on outcomes over outputs.

Understanding Outcomes vs. Outputs
[01:45] Defining the terms – A clear breakdown of what we mean by "outcomes" and "outputs," and why the difference matters.

Benefits of Focusing on Outcomes
[04:00] Customer-first mindset – How outcome thinking leads to better user retention and improved experience.
[06:30] Product Manager value – Outcomes help PMs level up by connecting their work to real impact and demonstrating strategic value.

What Is “Outcomes Over Outputs”?
[07:05] It’s a mindset – A principle, not a checklist.
[08:00] Draw the line – If you can connect what you do to business outcomes, you instantly become more valuable to the organization.

Game Time: Todd Tries to Stump Joe and Ryan
[09:40] Is that an outcome? – Todd tosses a curveball: “I want to increase my batting average.” The crew debates if it's an outcome or an output.
[10:40] Not all outcomes are equal – Outcomes are everywhere; it’s our job to find the right ones to influence.
[11:40] Prioritize outcomes, not features – A nuanced but critical shift in how product leaders think and operate.

Product Outcomes vs. Business Outcomes
[14:36] Know the difference – Ryan breaks it down: product outcomes = customer impact, business outcomes = company impact.
[15:42] Shared ownership – Everyone on the product team owns outcomes, not just the PM.

Signs You’re Too Output-Focused
[16:00] Champagne problems – If launch day is your high point, you're likely too output-focused.
[19:15] The reality check – When performance reviews are tied to deadlines, how do we shift toward outcomes anyway?

Ryan’s Outcome Maturity Model
[20:00] Outcome maturity – Ryan walks us through how organizations evolve in their outcome thinking.
[21:45] Moving forward – Tips for how teams can start becoming more outcome-focused.
[23:15] Vacation mode – Joe shares a relatable example of outcome-thinking… while planning a family vacation.

Outcome or Output? Game Show Edition
[25:50] Salesforce integration – Sales says we're losing deals. Why that doesn’t mean you need a Salesforce integration.
[27:00] Deadline drama – Leadership pushes for a Q3 launch. Ryan explains why that’s an output, not an outcome.
[28:31] Support ticket drop – Reducing tickets to improve customer experience? Joe makes the case for outcome.
[30:30] App store blues – Fixing reviews to save your rep. Ryan says hold up—it’s an output without deeper insight.

Getting Started with Outcomes
[34:30] Joe’s advice – Understand the “as-is” before you build the “to-be.” (Shoutout to Laura from Kimberly-Clark!)
[35:35] Todd’s advice – Start by mastering the art of asking “why.”

Key Takeaways and Closing Thoughts
[39:08] Ryan – Don’t be intimidated. Use your 1:1s to talk about outcomes instead of project status.
[39:40] Joe – Want to become more outcome-focused? Ask: “What are our customers' goals and pain points?”
[40:15] Todd – Don’t let outcomes become theoretical. The magic is in attaching them to your product, measuring them, and taking your time. That’s why so many OKRs fall short—don’t rush it.

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Ever wonder why people in your company speak in absolutes, when they’re really just guessing?

In this episode, Todd and Ryan tackle one of product management’s sneakiest challenges: assumptions dressed up as facts. You’ll learn how to spot them, test them, and decide which ones are worth your time. They also share practical tips for how to push back on overconfidence without becoming the office buzzkill. You’ll get tools like hypothesis framing, assumption matrices, and yes, even a visual analogy of TAM, SAM, and SOM eating pie.

You might think you're just making decisions, but you're probably making bets. This episode will show you the risks you've been taking all along, without even realizing it.

Time Stamped Notes:

Introduction and Setting the Scene
[00:00] Assumptions wearing fact hats – Todd and Ryan set the stage with a playful analogy.
[00:29] Product Porch welcome – Framing today’s conversation: assumptions masquerading as facts.

The Problem with Assumptions
[01:00] “We know this will work” – Why confidence often masks uncertainty.
[02:00] Overt vs. quiet assumptions – Recognizing when assumptions go unspoken.

Identifying and Validating Assumptions
[03:40] PMs as assumption spotters – The product role in unmasking untested ideas.
[04:30] Responsibility and risk – Why recognizing assumptions matters for product outcomes.

Assumptions vs. Hypotheses and Bets
[06:00] Hypothesis ≠ assumption – Breaking down the difference.
[07:30] Fancy words, same risks – How “belief,” “bets,” and “hypotheses” disguise uncertainty.
[14:50] Assumption = risk – Why framing decisions as bets clarifies the stakes.

Practical Approach to Assumptions
[18:30] Todd’s process – From “what we know” to testable hypotheses.
[20:30] Not everything is testable – What to do when data isn’t available.
[21:45] Breaking down baby hypotheses – Getting from big bets to testable ideas.

Spotting Assumptions in Practice
[22:30] Game time – Todd challenges Ryan to find hidden assumptions in a business pitch.
[24:00] 8+ assumptions in one paragraph – How fast we stack untested beliefs.
[30:30] Critical thinking tips – What to listen for and how to respond.

Conclusion and Takeaways
[38:00] Big takeaway: assumptions that can’t be undone are the most dangerous.
[40:00] “Assumption pill” – Seeing the hidden code behind product decisions.
[41:00] Assumption spotter, prioritizer, tester – A new PM identity.

Closing Remarks
[41:45] Sign-off – Todd and Ryan wrap up the episode with appreciation and a reminder to subscribe.

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Why is it so hard for product and sales to get along?

In this episode, Todd Blaquiere and Ryan Cantwell dig into one of the most persistent pain points in product management: why the product-sales relationship so often breaks down, and what we can do to fix it. Using role-play, real stories, and a few uncomfortable truths, they unpack how deal fit and product-market fit pull in different directions. Then they explore how to navigate those tensions without becoming the "chief no officer."

You’ll walk away with practical ways to respond to sales requests, build trust without bending to every feature ask, and become the kind of product partner sales actually wants in the room.

If you're tired of awkward relationships with sales, urgent "add it to the roadmap" requests, and never-ending feature tug-of-wars, pull up a chair on the porch. We’ve got ideas to calm the chaos, win more deals, and stop the swirl.

Time Stamped Notes:

Introduction and Setting the Stage
[00:00] Fighting Like Siblings - Todd compares product and sales to his kids: always fighting, but capable of harmony.
[02:45] Shared Goals, Different Worlds - The hosts introduce the recurring tensions between product and sales.

The Product and Sales Relationship
[06:10] Deal Fit vs. Market Fit - Sales chases deals; product chases strategy. It’s no wonder they clash.
[08:30] Competing Priorities - Why product sees the long game and sales lives quarter-to-quarter.

Common Frustrations and Misunderstandings
[12:00] The Feature Firehose - Sales promises features that don’t exist. Product becomes the “no” team.
[14:50] Roadmap Roulette - When shifting priorities make it feel like there is no real plan.

Empathy and Understanding
[19:30] Listen First, Then Build - How PMs can use empathy to cut through confusion.
[21:15] What Sales Really Needs - Beyond features, it’s about confidence and clarity.

Benefits of Collaboration
[24:40] Sit in on Sales Calls - The quickest way to understand customers—and build better products.
[27:10] Stronger Together - Real examples of when sales and product clicked.

Effective Communication and Documentation
[30:15] Tell Them What’s Coming - The value of visibility into roadmaps and release notes.
[33:00] Docs That Actually Help - Tips on making product info sales-friendly.

Building Trust and Reducing Assumptions
[36:20] Stop the Swirl - Why clarity, transparency, and shared wins build trust.
[39:00] The Relationship That Matters - Final thoughts on how to make product-sales work long term.

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Ever feel like you're following frameworks, but still not sure if you're actually doing product management?

In this episode, Todd Blaquiere, Joe Ghali, and Ryan Cantwell lay out their personal tier lists to define what makes product management real. They debate which principles are fundamental laws - those you can’t break without breaking product - and which are just flexible preferences shaped by context.

From "outcomes over outputs" to stakeholder management, the conversation challenges conventional wisdom and surfaces surprising disagreements. It’s a candid look at what separates core product truths from passing trends.

If you’ve ever struggled to know which product advice is worth following and which ones you can safely ignore, pull up a chair for this episode of the Product Porch.

Time Stamped Notes:

Introduction and Podcast Overview
[00:00] Internal products – Is product market fit always required?

The Product Management Tier List
[00:35] Tier list concept – Sorting laws, principles, and practices

Ryan's Tier List
[02:25] The cone tip – Defining non-negotiables
[04:00] Best practices – Flexible tools and methods
[05:30] Trends – Temporary tactics and ceremonies

Joe’s Tier List
[06:03] Product concert – Priorities in customer value and impact
[07:00] JTBD – Why it’s core for Joe
[08:00] Measuring success – Linking problems to business results

Todd’s Tier List
[08:22] Spinning top – Laws, principles, practices, style
[09:30] Product law – Break these, break the product
[10:28] Practices vs. principles – What’s flexible vs. fixed

Debating Product Laws
[11:00] “You are not the user” – Universal agreement
[12:00] Outcomes over outputs – A debated essential
[15:04] Team sport – When product requires collaboration

Product Principles
[17:56] Saying no – Strategy and focus
[20:00] Agile mindset – Beyond the process
[22:30] Working with vendors – Can you still do product?

Product Practices & Styles
[24:38] Roadmaps, personas, roles – What shifts by org
[26:00] Stakeholder management – Style or standard?
[28:00] JTBD – Tool or foundational belief?

Trends & Tools
[34:36] Tools & templates – What doesn’t define product
[36:00] Product market fit – Still relevant for internal teams?
[38:00] Positioning – Practice, not principle
[39:09] Product-led growth – Trend or truth?

Takeaways & Close
[39:28] Define your own tiers – What matters to you?
[41:00] Training ≠ truth – Not all practices are essential
[42:00] Share your tier list – Hosts want to hear from you

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What do they never tell you about becoming a product leader?

In this episode, we talk about the parts of moving from PM to Director that catch most people off guard. The quiet loss of being the hero. The awkward shift from working alongside peers to managing them. The moment when shipping features stops being the job and making decisions, saying no, and setting direction becomes the work.

We share real stories about what surprised us, what we got wrong early on, and what actually helped once the role changed. We also break down the difference between Principal and Director paths, what “executive presence” looks like in plain terms, and how to start preparing for leadership while you are still a PM.

If you are thinking about stepping into product leadership and want to know the parts no one puts in the job description, pull up a chair on the porch, listen closely, and learn before you leap.

Time Stamped Notes:

Introduction and Podcast Overview
[00:00] episode framing - why PM vs Director thinking matters right now
[00:24] leadership context - setting expectations for role and identity shift

Defining Product Management Roles
[01:20] CEO myth - why PMs do not actually have authority
[02:11] decision limits - where PM influence really starts and stops

Product Manager and Director Role Differences
[03:23] altitude analogy - low vs high altitude product thinking
[03:46] horizon shift - short-term execution vs long-term strategy
[05:21] restaurant metaphor - waiter vs operator responsibilities

Transitioning from Product Manager to Director
[08:06] letting go - reduced customer closeness and hero work
[09:26] hero syndrome - why doing too much hurts directors
[10:23] recognition drop - fewer high fives, more responsibility

Leadership Challenges and Lessons Learned
[13:03] managing peers - boundaries change when friends become directs
[14:35] portfolio reality - deciding what does not get funded
[16:30] one-on-ones shift - talking systems, not just features

Director vs Principal Product Manager
[25:41] career fork - IC mastery vs people leadership
[29:18] money myth - similar comp, very different work
[30:17] principal role - scope without people management

Shifting Focus and New Perspectives
[31:10] persona change - users to buyers and executives
[33:16] politics reality - learning to play the game without being toxic
[36:07] motivation shift - finding joy in others’ success

Key Takeaways and Closing Remarks
[37:30] experience matters - no shortcut to leadership readiness
[38:38] incentives check - understanding what your company rewards
[39:45] humility required - growth demands changing how you think

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Product managers don’t just bring new products into the world. They move the needle on the business. In this episode, Todd Blaquiere and Ryan Cantwell sit down with multi-time Chief Product Officer David Nash to unpack what “moving the needle on the business” really means.

They cover how to connect product work to financial outcomes like ARR, EBITDA, and net revenue retention, why empathy is the secret to executive trust, and how to find business impact in the least glamorous places. David shares a story about retiring old on-prem software that saved his company $150 million, proving that the unsexy work might just be the most valuable.

If you’re trying to influence without authority or want your next roadmap conversation to land with the CFO, this episode will help you think, talk, and act in business terms that get results.

Pull up a chair on the porch, and learn how to turn product decisions into measurable business results.

Time Stamped Notes:

Introduction and Setup
[00:00] Todd and Ryan introduce guest David Nash, a multi-time Chief Product Officer.
[00:57] David outlines the theme: how PMs can “move the needle” by linking product work to business results.

What It Means to Move the Needle
[01:55] Why product teams must focus on outcomes that matter to CEOs and investors.
[05:18] The question every executive asks: how does each dollar in R&D create revenue or profit?

From Product Metrics to Business Metrics
[06:39] Understanding the difference between product metrics (adoption, UX) and business metrics (ARR, churn, EBITDA).
[09:30] How to translate “product-speak” into “business-speak.”

Learning to Speak Finance
[10:40] Why every PM should understand basic financial metrics.
[12:33] David’s advice for learning the language of finance and knowing what “good” looks like.

The $150 Million Lesson
[15:55] David’s ADP story: retiring old software that saved $150 million.
[16:30] Why unglamorous work can have the biggest business impact.

Building Trust and Influence
[17:30] How empathy helps PMs earn executive trust.
[25:00] The power of sharing business goals with your team.
[31:00] Building cross-functional partnerships that drive results.

Final Takeaways
[34:30] Celebrate measurable wins and make impact visible.
[35:42] “Demand to know your business outcomes” — David’s closing advice.
[37:30] Todd and Ryan reflect on how they’ll apply the lessons.

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If you could see product management through a CEO’s eyes, would it change the way you lead? In this episode of the Product Porch, Todd Blaquiere and Joe Ghali sit down with Ben Clarke, former CEO of BetterRX, to explore what executive leaders look for in top-tier product managers.

Ben shares his journey from KPMG to Amazon to leading BetterRX through a product-led transformation. He opens up about why product management is the beating heart of an organization, how product managers can build trust and alignment with executives, and what it means to truly put the product team in a position to drive growth.

Whether you’re looking to build credibility at the leadership table or just trying to speak the CEO’s language, this conversation is packed with insight you can use right away.

Listen now to understand how executives think, and how to make your work matter to them. So pull up a chair, we can’t wait to see on the porch!

Time Stamped Notes:

Introduction and Opening Remarks
[00:00] Episode intro – Joe and Todd introduce the discussion on seeing product management through a CEO’s eyes while welcoming guest, Ben Clarke, former CEO of BetterRX.
[00:25] CEO mindset – Ben explains that a CEO’s main job is growth and why PMs need to understand that.

Evolution of Product Management at BetterRx
[01:31] Early challenges – Ben shares how BetterRx operated without formal product management in its early days.
[02:38] Building a function – Ben describes the shift toward a data-driven, product-led organization.
[04:37] Failing fast – Ben talks about learning to iterate quickly and embed experimentation into culture.

Becoming a Product-Led Company
[05:42] Cultural shift – Ben reflects on the company value “there’s always a better way” and how it encouraged innovation.
[08:06] Product first – Ben outlines how product decisions guided marketing, sales, and customer experience.
[10:01] Reinforcing mindset – Todd recalls how daily routines and metrics kept the product-led culture strong.

Hiring and Leadership Lessons
[10:56] Finding leaders – Ben explains what he looked for when hiring the first VP of Product.
[12:52] Performance and values – Ben highlights why consistent results and cultural fit mattered most.
[15:11] Product drives growth – Ben positions product as central to strategy and revenue creation.

Building Executive Trust
[16:41] Expert alignment – Ben shares why CEOs rely on leaders who are experts in their domains.
[19:10] Healthy pushback – Ben encourages PMs to challenge decisions respectfully to find better answers.
[22:20] Trust through transparency – Ben advises staying open, sharing progress, and communicating results.
[23:34] Stay ahead – Ben urges PMs to anticipate needs and bring ideas before they’re asked.

Emotional Jobs to Be Done
[28:00] Understanding the CEO – Ben explains that CEOs want partners who help them grow the business.
[28:45] Speaking the language – Todd connects this to communicating strategy and aligning priorities effectively.

Key Takeaways and Closing Reflections
[30:30] Acting like a leader – Joe reminds PMs to propose solutions and lead with confidence.
[32:10] Building trust – Ben emphasizes that mutual respect and open dialogue make work faster and more rewarding.
[33:27] Final thoughts – Todd and Joe close by encouraging PMs to view their work through the CEO’s perspective.

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Ever find yourself wondering if great product ideas really start with a problem… or if sometimes the solution shows up first and you just have to make sense of it? In this episode, Ryan and Joe dig into the messy middle of product discovery, where ideas aren’t magic and where PMs are constantly juggling customer discovery, internal requests, and the pressure to move fast.

They share examples like Juicero and Google Glass, explore what actually makes an idea worth validating, and unpack how product managers can avoid falling in love with a solution too early. You’ll hear what to do when stakeholders hand you fully baked ideas, how to test assumptions quickly, and why continuous discovery matters no matter where the idea came from.

If you’re tired of playing referee between problem-first and solution-first thinking, pull up a chair on the porch and let this conversation help you figure out your next move, spark a better debate with your team, or rethink how you approach your own backlog.

Time Stamped Notes:

Introduction and Opening Remarks
[00:00] Episode intro – Sets up the core debate around where great product ideas begin.
[00:24] Framing the question – Introduces the tension between problem-first and solution-first thinking.

Caffeine and Product Camp Insights
[00:40] Problem-space reminder – Highlights why products fail when teams skip understanding the real problem.
[01:17] Jumping to solutions – Explains risks of moving too quickly into solution mode without customer insight.

The Chicken or the Egg Debate
[02:38] Origin of ideas – Argues that ideas form from observing frustration or unmet needs.
[03:17] Two development paths – Defines problem-first vs. solution-first approaches.
[05:14] Juicero example – Shows how solutions fail when they don’t solve a meaningful problem.
[06:19] Desire-driven products – Notes that some successful products satisfy wants, not problems.

Advice for Product Managers
[07:52] Testing assumptions – Encourages validating ideas instead of committing too early.
[11:07] Avoid solution bias – Emphasizes staying curious before investing in any one idea.
[13:04] Share context early – Recommends involving cross-functional partners throughout discovery.
[13:45] Balanced backlogs – Suggests mixing new ideas with solution requests that need validation.

Product Lifecycle and Strategy
[14:47] Start with problems – Advises beginning net-new work with discovery to reduce risk.
[19:57] Competing in growth – Warns against copying competitors without understanding customer needs.
[25:48] Responding to shifts – Describes adapting to market changes through broader exploration.
[27:34] Spotting signals – Highlights listening for emerging customer and market cues.
[29:38] Embracing ambiguity – Explains why navigating the messy middle matters more than choosing a side.
[30:09] Balancing inputs – Reinforces that both problems and solutions can be valid starting points.

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Every product manager knows the feeling: standing in front of a slide deck that’s full of facts but empty of feeling. You’ve got the data, the details, the deadlines — yet somehow, your message still misses the mark. The roadmap reads right, but no one’s moved by it.

That’s where your journey begins.

You’ve been the quiet architect — building, balancing, and bridging ideas — but now it’s time to become the storyteller. The one who doesn’t just ship features, but shapes futures. The one who can make people care.

This episode is your call to adventure. Todd and Ryan are the porch-side mentors who hand you the torch — the tools and tales to help you turn dry updates into vivid narratives. You’ll learn how to trade metrics for meaning, and roadmaps for revelations.

Through story frameworks, laughter, and lived experience, they show you how to move hearts before you move numbers. Because great products don’t just solve problems — they tell stories people believe in.

By the end, you’ll start to see it: every backlog is a plotline, every sprint is a scene, and every user is a character waiting for you to lead them to something better.

Your product isn't just a plan. It’s a journey. And you’re the hero holding the pen.
So pull up a chair on the porch. This is where your next great story begins.

Time Stamped Notes:

Chapter 1: The Monsters Inc. Story

• [00:00] A playful start — monsters, laughter, and why stories stick.
• [00:41] The theme: storytelling as a must-have product skill.

Chapter 2: The Prince Story

• [02:00] A lesson in audience — the wrong story at the wrong time.
• [03:21] How a good story can turn insight into impact.

Chapter 3: Facts vs. Stories

• [05:16] Turning facts into meaning and connection.
• [07:00] Why adults still learn best through story.

Chapter 4: Storytelling for Product Managers

• [07:51] Using stories to motivate without authority.
• [08:40] Real use cases: vision, empathy, and change management.

Chapter 5: Empathy and Emotion

• [12:00] How stories build connection across teams.
• [13:14] Storytelling isn’t a soft skill—it’s a learnable craft.

Chapter 6: Storytelling Frameworks

• [17:04] The Hero’s Journey and the “three Cs.”
• [25:23] The “What Is vs. What Could Be” structure.
• [27:00] The Story Spine and other storytelling models.

Chapter 7: Practice and Presence

• [31:00] The difference between designing and delivering a story.
• [33:00] Practice, pacing, and reading the room.
• [35:41] Enthusiasm is contagious—model the energy you want.

Chapter 8: Go Tell Stories

• [38:23] Pick a framework and start small.
• [39:53] The only way to learn storytelling is by doing it.
• [40:08] Closing reminder: stories are fun—enjoy the process.

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Ever been caught between wanting to show your boss you’ve got it handled and realizing later you probably should have checked in sooner? In this episode, the Porch crew dives into the often-overlooked skill of managing up.

Joe, Ryan, and Todd share stories about times they got it wrong, what they learned from it, and how managing up is not about politics. It is about clarity, trust, and communication. They unpack how to balance initiative with alignment, how to navigate difficult managers (and their managers), and why humility might be the most underrated leadership skill of all.

If you want to build better relationships with leadership or make your boss look good without feeling like a sellout, we can’t wait for you to join the conversation on the porch.

Time Stamped Notes

Introduction and Opening Remarks
[00:00] Humility and grit – The crew opens with humor and sets the stage for the theme of managing up.

Why Managing Up Matters
[01:56] Joe’s early career lesson – A failed project teaches him that not engaging leadership can erode trust.
[03:00] Defining “managing up” – It’s more than updates; it’s about aligning expectations and maintaining visibility.

Common Missteps
[07:19] The “yes person” trap – Blindly following direction without alignment leads to frustration and missed goals.
[09:00] Balancing confidence and humility – How to ask for feedback without seeming weak.

How to Manage Up Effectively
[10:30] Communication rules – Ask questions instead of making assumptions.
[11:30] Bottom-line-up-front approach – How to check alignment and communicate clearly with your boss.
[12:30] One-on-ones done right – Use them to look forward, not backward.
[13:36] Write things down – Use documentation to confirm goals, deadlines, and assumptions.

Dealing with Difficult Managers
[15:00] When your boss isn’t great – How to set expectations and coach upward.
[17:30] Push for clarity – Encourage managers to align on goals and outcomes even when they don’t naturally do it.

Managing Up Across the Organization
[20:26] Beyond your boss – Managing up means managing across departments and leadership tiers.
[22:49] “Make your boss the hero” – How supporting leadership can help your own career.

Recovering from Mistakes
[25:31] How to rebuild trust – Admit errors early and commit to doing better.
[26:41] Humility and grit – Why these two traits matter more than almost anything else.

Key Takeaways and Closing Thoughts
[27:30] Align expectations to avoid frustration.
[36:08] Final reflections – Managing up as an essential skill for every product professional.

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What does product-market fit actually look like in the real world?

Everyone’s heard it. A leader slaps the table and says, “Go get product market fit.” But what does that even mean?

In this episode, Ryan and Joe sit down with Shardul Mehta, founder of Street Smart Product Manager, to unpack one of the most overused yet misunderstood phrases in product management. They dig into what PMF actually looks like in practice, how to validate real problems worth solving, and why it’s not a one-time milestone but an ongoing process of alignment.

Shardul brings three decades of experience across startups, enterprises, and everything in between. He shares grounded, no-fluff advice for PMs trying to prove traction without falling for vanity metrics or corporate buzzwords.

If you’ve ever been told to “get PMF” without an explanation, join us on the porch for a discussion about what product market fit really means, how to recognize it when you see it, and how to build it without the buzzwords.

References & Links

Follow Shardul at: https://www.linkedin.com/in/shardulmehta/
Subscribe to Shardul's Newsletter at: https://streetsmartproductmanager.com/

Time Stamped Notes:

Intro: The Product Porch Opens
[00:00] Porch banter and setup – Ryan and Joe introduce Shardul Mehta and tee up the topic of PMF.
[00:01:30] Meet Shardul Mehta – Shardul’s background, career highlights, and his “Product Jedi” reputation set the stage.

Chapter 1: The Myth of Product Market Fit
[00:03:00] Defining the problem – Shardul explains why “go get PMF” is one of the least helpful phrases in product.
[00:05:15] The illusion of metrics – Why chasing a single magic number never proves real market traction.
[00:07:00] PMF as alignment – Reframes PMF as a continuous process, not a one-time milestone.

Chapter 2: Testing for Real Demand
[00:10:30] Validation over vision – How to replace assumptions with small, testable experiments.
[00:13:45] The demo test – Why showing a clickable prototype can reveal whether customers actually understand and want it.
[00:16:00] The only real proof – Early commitments, prepayments, or budget allocation beat any engagement metric.

Chapter 3: The Leadership Disconnect
[00:19:30] The PMF pressure cooker – Leaders demand traction without defining what it means.
[00:22:00] Bridging the gap – How PMs can align stakeholders by translating validation into business outcomes.
[00:25:30] Documenting assumptions – Using hypothesis-driven roadmaps to protect PMs from arbitrary goals.

Chapter 4: Internal PMF and the Non-SaaS World
[00:29:00] Inside the enterprise – How to measure “fit” when your customers are internal teams.
[00:32:15] Currency beyond dollars – Using adoption, efficiency, and reallocated budget as signs of success.

Chapter 5: Lessons from the Street Smart Product Manager
[00:36:00] Shardul’s Street Smart rules – Simplicity, storytelling, and listening to signals over vanity metrics.
[00:38:45] Improv and product – How improv training sharpens curiosity, communication, and decision-making in product work.

Outro: Wrapping Up the Porch Talk
[00:42:00] Final reflections – Why PMF is a journey of constant learning and recalibration.
[00:43:30] Porch close – Ryan and Joe reflect on takeaways and invite listeners to subscribe and share their own PMF stories.

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Preparing for a product management interview can feel like trying to read minds—what exactly are they looking for? In this episode, Todd Blaquiere, Joe Ghali, and Ryan Cantwell break down how to position yourself as the clear top candidate by understanding what interviewers are really evaluating: Do you want the job? Do they want to work with you? And can you actually do the job?

The team shares practical tips on how to show genuine interest, build rapport through authentic conversation, and demonstrate your product thinking with clarity and confidence. They also explore how to approach common interview formats—like product sense and behavioral questions—so you can highlight your strengths without over-rehearsing.

Whether you’re chasing your next PM role or just want to sharpen your interview game, this episode will help you prepare with purpose and present yourself like the professional they can’t wait to hire.

_If your next interview is around the corner—or even just on your mind—pull up a chair on the porch and let’s talk about how to show them you’re ready for the job._

Time Stamped Notes

Introduction: Setting the Stage
[00:00] Welcome – Todd, Joe, and Ryan introduce the topic and purpose of the episode.
[02:15] Why it matters – Understanding what interviewers are really evaluating.

The Three Core Questions
[05:10] Do you want the job? – Showing genuine interest through curiosity and prep.
[09:40] Do they want to work with you? – Building rapport and positive energy.
[14:55] Can you do the job? – Demonstrating capability through clear examples.

Preparing Like a Pro
[20:25] Practice smart – Rehearse without sounding scripted.
[25:10] Product sense – What good product thinking looks like.
[30:35] Behavioral questions – Turning stories into proof points.

Common Mistakes and Lessons Learned
[36:00] Pitfalls – Avoid over-talking, vague answers, and low energy.
[41:20] Mindset shift – Treat interviews as conversations, not tests.

Wrap-Up and Key Takeaways
[46:30] Final tips – Each host shares one key takeaway.
[49:00] Closing – Encouragement to prepare intentionally and show authenticity.

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So now you have defined the starting point and the ending point. Check out Part 1, “Decisions in Uncertainty (Part 1): When ‘Go Build This’ Is All You Get.” What do you do next? In part two of this conversation, Todd Blaquiere and Ryan Cantwell define the messy middle and give you the playbook for making the call when certainty is still out of reach.

They walk through how to use a decision-making rubric, identify the highest-risk assumption, and test what matters most before a team sinks too much time into the wrong thing. They also dig into one of the hardest parts of product work: how to read unclear signals, weigh imperfect evidence, and know when you have enough confidence to stop researching and start recommending.

If part one was about slowing down long enough to get clear, this episode is about what it takes to move forward anyway. Pull up a chair on the porch and know how to make the call.

Time Stamped Notes:

What should a product manager do after getting clear on the outcome?
[00:00] Part two setup - Episode moves from clarity to decision-making
[01:01] Why this still feels hard - Clear requests can still hide unclear success
[02:19] What defines the target - Business outcomes and customer outcomes shape the call
[04:05] Why success must be defined - Better decisions start with clear success criteria

How can a product manager make a better decision when the answer is not obvious?
[05:13] Why a rubric helps - Shared criteria make hard calls easier
[06:04] What goes into a rubric - Value, demand, fit, timing, and right to win
[07:50] Why weighting matters - Some criteria matter more than others
[08:08] Why confidence matters too - Weak evidence should not count the same as strong evidence
[11:43] What a rubric is really for - Alignment matters more than fake objectivity

How can a product manager figure out what to test first?
[13:07] What the “monkey” means - The highest-risk assumption can kill the idea
[13:32] How to move faster - Tiny Acts of Discovery focus on the biggest risk first
[14:27] Example: missing data - No data can mean no product
[15:31] Example: willingness to pay - Real pain does not always lead to real revenue

How can a product manager test assumptions without fooling the team?
[19:32] Say versus do - Real behavior matters more than polite feedback
[19:54] Why direct asks work - Simple requests can reveal the truth faster
[20:33] What commitment looks like - Pre-orders, signups, and emails show stronger intent
[21:02] What to avoid - Friendly audiences can give false confidence
[22:12] Why the answer stays messy - Evidence is rarely perfect or complete

How does a product manager know when it is time to make the call?
[23:04] How to use the evidence - Outcomes, rubrics, assumptions, and tests work together
[24:07] Why a second lens helps - Another prioritization method can expose weak thinking
[25:01] What “enough confidence” looks like - Full certainty usually never comes
[25:27] When the job changes - Research mode must turn into recommendation mode
[29:06] How to present the call - Start with the ask, the risk, the test, and the recommendation
[30:22] What leaders want first - Executive audiences want the answer up front
[36:00] Who owns the decision - Judgment cannot be handed to someone else

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Have you ever been told to “go build this” and felt that little pit in your stomach because you were not totally sure what success even meant? In this episode, Todd Blaquiere and Ryan Cantwell dig into one of the most uncomfortable parts of product management: making decisions when the path is unclear and the pressure to move is high. They talk through why vague direction creates misaligned expectations, how product managers get trapped into building motion instead of outcomes, and what it takes to slow down long enough to clarify business outcome, customer value, and the real risk underneath the request.

Along the way, they share stories of getting it wrong, and dig into why so many product managers freeze or default to the safest path, and offer a more practical way forward. 

_If you have ever felt stuck between vague direction and the pressure to act, pull up a chair on the porch, rethink how you make decisions under uncertainty, and start building the judgment that sets great product managers apart.__

Time Stamped Notes

What should a product manager do when the direction is vague but action is expected?
[00:00] Episode framing - Uncertainty and pressure to act set up the core problem
[00:57] Why this feels hard - Product managers feel overwhelmed when the path is unclear
[02:50] Two kinds of uncertainty - Empowered decision-making versus unclear direction with no real guidance

Why is “just go build it” such a dangerous trap?
[03:11] Blind execution trap - Following the request without understanding the outcome creates risk
[04:04] LA Times example - Building the thing without asking why leads to misalignment
[05:27] Hardware example - Big expectations show up before customer, problem, or business context is clear
[06:29] False progress - Busy work, polished decks, and shallow analysis can hide the real problem

How should a product manager clarify what success actually means?
[09:33] Start with why - Better decisions begin with understanding the outcome behind the request
[10:34] Curiosity over confrontation - Better questions create alignment without triggering defensiveness
[13:06] Outcome alignment - Business goals and stakeholder goals need to be made explicit
[15:55] Playback and check-ins - Repeating understanding and revisiting direction reduces drift

What makes a good decision framework when certainty is impossible?
[18:43] Business outcome and customer value - Both sides are needed to make strong product decisions
[20:26] Specific customer definition - Clear value starts with identifying the exact customer
[23:27] Business context - Portfolio gaps, business risk, and cost of inaction sharpen the goal
[24:20] Partial certainty - Strong product decisions often happen before perfect clarity exists
[26:12] Working rubric - Outcomes and value become a hypothesis for what to test

How should a product manager reduce risk before committing to a path?
[28:09] Monkey on the pedestal - The riskiest assumption should be tackled first
[29:35] Hard thing first - Early validation reduces waste and improves confidence
[32:53] AI feature scenario - Sales pressure becomes a practical example of reframing a request into assumptions and tests
[38:19] Discovery patterns - Lost deals, customer segments, and recurring signals help focus investigation
[41:15] Closing takeaway - Simple mental models help product managers move forward under uncertainty

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Why does it feel like every time product managers start to catch up on AI, three new tools, five new hot takes, and twelve new newsletters show up? In this episode, Joe Ghali and Ryan Cantwell sit down with Dean Peters to talk about AI overload in product management and how to separate useful signal from all the tool-chasing noise.

They discuss the thought leaders in the PM community who keep telling product managers they’re already behind, mostly to sell their content, framework, or “must-use” tool that has nothing to do with solving real customer problems.

Dean breaks down why tool fluency is not the same thing as impact, how AI can amplify bad product habits, and why the fundamentals still matter: understanding the customer problem, choosing the right approach, and knowing when AI is not the answer.

They also talk about practical ways to start small, build useful AI techniques, and use AI as augmented intelligence instead of treating it like a magic product brain.

If AI has you feeling behind, overwhelmed, or unsure what’s worth paying attention to, pull up a chair on the porch. We will help you slow down, focus on the problem, and use AI without letting the hype use you.

Time Stamped Notes:

Introduction and AI Overload
[00:39] AI overload – Why PMs feel buried by constant AI noise.
[00:59] Meet Dean Peters – Dean joins to talk AI, product strategy, and tool fatigue.
[02:45] Too many tools – Why the pace of AI change feels impossible to track.
[03:59] Fear-based AI advice – How thought leaders turn AI anxiety into content and courses.
[04:58] What to trust – Why useful AI guidance is hard to separate from snake oil.

AI Hype, Anxiety, and Bad Habits
[05:37] Feeling stuck – Why many PMs are experimenting but still lack confidence.
[06:21] Career pressure – How AI hype makes PMs worry about falling behind.
[06:38] AI maturity stages – Dean’s path from confident nonsense to real AI impact.
[08:05] Bad discovery, faster – Why AI can make weak product habits worse.
[09:57] Beyond tool fluency – How AI should connect to workflow and business outcomes.

Start With the Problem, Not the Tool
[10:25] Test on yourself – Why personal AI experiments are a smart place to start.
[11:02] Stop chasing tools – Why AI tools change too fast to build your identity around them.
[12:23] Start with user pain – Why the better question is not “what can AI do?”
[12:44] AI as an assistant – How AI can support decisions without replacing judgment.
[14:28] Fundamentals still matter – Why AI magnifies whatever product skills you already have.

Using AI Without Losing Product Judgment
[15:10] Pick one real problem – How to start learning AI without getting overwhelmed.
[16:20] Get a first win – Why small useful wins build confidence and momentum.
[18:41] Bolted-on AI – What happens when leaders say, “go add AI.”
[19:25] The tool-first trap – Why starting with AI usually leads to bad product decisions.
[23:29] Not a source of truth – Why AI output should start the conversation, not end it.

Practical Next Steps and Final Takeaways
[24:44] Simple personal use cases – How everyday AI experiments build comfort.
[26:23] Automating busywork – Where AI can take mundane tasks off your plate.
[27:34] Avoid obvious gimmicks – Why “just add a chatbot” usually misses the point.
[31:05] Build transferable skills – Why prompting, context, and judgment matter across tools.
[34:16] What AI reveals – Why AI will amplify strong PMs and expose weak habits.

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Have you ever tried a new framework, only to find the meetings changed, but the results didn’t? In this episode, Todd Blaquiere, Joe Ghali, and Ryan Cantwell dig into product culture and why it shapes roadmap decisions, product discovery, experimentation, and the way cross-functional teams work day to day. They break down the difference between culture and practice, talk through what product managers can influence on their own teams, and share practical ways to build better norms without wasting energy trying to fix the whole company.

If you’ve ever felt like the unwritten rules in your organization were blocking good product work, pull up a chair on the porch, listen for the small moves that can shift a team, try one in your next meeting, and see what changes.

Time Stamped Notes:

Intro
[00:53] Light banter - A playful start before the main discussion.
[01:17] Why culture matters - Good tools and smart teams still fail when culture is off.

Defining Culture & The Backyard / System Analogy
[02:21] Defining culture - The unwritten rules behind how teams work together.
[03:10] Backyard analogy - Culture grows whether you manage it or not.
[03:47] Systems drive results - Teams get the outcomes their systems are built for.

Who Owns Culture? Leaders, PMs & Product Culture vs Practices
[04:43] Who shapes culture - Leaders set the tone, including product managers.
[06:29] Team culture matters - Companies are really made up of many team cultures.
[08:58] Types of product culture - Outcome vs output, learning vs delivery pressure.
[10:56] Culture vs practice - Norms and beliefs are different from process and rituals.

Mini-Game: Practice vs Culture & Learning Culture Limits
[11:12] Practice or culture - A quick game to separate the two.
[11:32] Safe pushback - Psychological safety is culture, not process.
[12:43] Saying “I was wrong” - Humility is a sign of a healthy culture.
[13:14] Learning culture - Experiments fail when teams are not safe to learn.

Culture vs System & The “Red Pill” Realization
[13:45] Why teams cannot say no - Culture can drive idea overload.
[15:21] What culture allows - Revisiting decisions and changing course when needed.
[17:11] Culture inside the system - Culture works alongside people, tools, and process.
[18:03] Red pill moment - Culture outweighs frameworks more than most PMs realize.

Can Product Managers Influence Culture? Scope, Influence & Tactics
[18:44] Can PMs shape culture - The practical question at the center of the episode.
[19:30] Scope matters - Focus on your team, not fixing the whole company.
[20:26] Team culture examples - How behavior from a PM changes team dynamics.
[23:25] Reward the behavior - Reinforce the norms you want more of.
[24:54] Model the behavior - Small day-to-day actions shape culture over time.

Making Culture Visible & Sussing It Out in Interviews
[25:29] Can culture be stated - Whether values on the wall really matter.
[26:17] Repeating values - Culture needs to be stated and reinforced.
[27:20] Time and trust - Clarifying what matters helps shape team norms.
[29:10] Interview the company - Candidates should test for culture fit too.
[29:42] Roadmap decisions - A simple question that reveals a lot about culture.

Culture Fit: Candidate Signals, Hiring Signals & Misalignment
[30:58] Know your values - Start with what matters to you.
[32:18] Be yourself - Authenticity makes culture fit easier to spot.
[33:04] Watch for defensiveness - Reactions in interviews reveal a lot.
[35:09] Hire through stories - Listen for values in how people talk about work.
[36:19] Misfits stand out - Strong cultures make bad fits easier to spot.

Key Takeaways: PM Influence, Small Moments & Don’t Change Yourself
[38:16] You have more influence - PMs can shape more than they think.
[38:44] Small moments matter - Culture is built in meetings, decisions, and conflict.
[39:46] Do not change yourself - Do not bend yourself to fit a bad culture.
[40:09] Find the right fit - Learn what you can, then move toward a better environment.

Closing & Credits
[40:34] Closing remarks - Final thoughts and sign-off.

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AI is accelerating product development faster than ever—but product roles haven’t caught up.

Todd Blaquiere, Ryan Cantwell, and Joe Ghali tackle the question teams are avoiding: what happens to product managers and product owners in an AI-driven world?

The conversation draws a line between execution and real product thinking. Tasks like writing tickets, acceptance criteria, and documentation are increasingly handled by AI, putting pressure on roles built around those activities.

But roles don’t disappear—they evolve. Product managers must shift from managing delivery to owning decisions, understanding the business, and driving real value.

The team also debates the future of the product owner. While the “ticket writer” fades, a clarity owner remains—connecting strategy to execution and keeping teams aligned as complexity grows.

From there, the focus turns to what stays human: customer understanding, real discovery, and emotional intelligence—things AI can support, but not replace.

At the center is one idea: the real moat isn’t execution—it’s business understanding.

If you’re trying to figure out where you fit in an AI-driven product world, this episode will challenge how you think about your role. Pull up a chair and join the conversation on the porch.

Time Stamped Notes: 

**Introduction and Setting the Stage**
[00:00] AI vs roles – AI is accelerating delivery faster than roles can evolve.
[00:45] The core question – What happens to PMs and POs in this shift?
[01:30] From fear to focus – Moving from “who loses jobs” to “what skills matter.”

**Shifting Product Roles**
[02:30] Execution work fades – Tickets, ACs, and docs increasingly handled by AI.
[03:45] Role pressure – Execution-heavy roles begin to lose relevance.
[05:00] PM evolution – Shift from delivery management to decision ownership.

**The Future of the Product Owner**
[06:15] Ticket writer decline – Traditional PO work becomes automated.
[07:30] Clarity owner – Need for sequencing, alignment, and readiness remains.
[08:45] Enterprise complexity – Dependencies and coordination still require humans.

**AI Agents and Product Work**
[10:00] AI in practice – Agents generating requirements and product artifacts.
[11:30] Lower barrier – Less-experienced team members can produce quality output.
[12:45] New role – PMs begin coordinating and leveraging AI agents.

**What Stays Human**
[14:00] Customer understanding – Real conversations drive better insight.
[15:30] Limits of AI – AI can replicate patterns, not authentic empathy.
[17:00] Emotional intelligence – Influence, trust, and buy-in remain human skills.

**The PM’s Moat: Business Understanding**
[18:30] Business context – Understanding value flow and market matters most.
[20:00] Decision-making – PMs must own trade-offs, not defer to AI.
[21:30] Systems thinking – Seeing the full business and product ecosystem.

**The Future Product Team**
[23:00] Agent orchestration – PMs manage systems of humans and AI.
[24:30] Role convergence – PM, UX, and engineering boundaries blur.
[26:00] Changing ratios – Fewer engineers per PM as AI increases leverage.

**Closing Thoughts**
[28:00] Are we ready? – Many PMs aren’t set up for this shift yet.
[29:30] How to prepare – Focus on business, customers, and systems.
[31:00] Optimistic future – Strategy and product thinking matter more than ever.

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