In this episode I sit down with Ansh Kanwar from Reltio. We learn about the role Reltio plays in helping some of the biggest companies in the world solve a critical, but under-rated, challenge - making data usable to build great applications.

Ansh also talks about his philosophy on time management, prioritization and one of the keys to his success as a product and engineering leader - evolving with the times.

In this episode Nilesh Patel - CPO of WEKA - breaks down his 3 pronged philosophy on great product work.

And, Nilesh describes the complex work WEKA is undertaking to power highly intensive data applications.

Ok everyone, hold on to your seats because in this episode we get a glimpse into how product work happens at Amazon.

Corliss Collier - Head of Product, Research and Science- Amazon Seller Satisfaction & Insights - shares her perspective on leadership. One notable insight is the velocity at which product teams at Amazon are able to move.

In this episode we speak with Octavian Tanase - Chief Product Officer for Hitachi Vantara.

The episode features a unique perspective for incoming leaders. Octavian describes the concept of letting the organization influence him, as he looks to merge the best of his leadership style with the ideas and identity of his new team.

In this episode Artem Kroupenev - VP, Strategy at Augury - drops a bucket load of wisdom.

Most interesting is his point of view on defining product market fit. It's not the only way to define it, but it's a good one. Artem also talks about Augury, and the innovation they're bringing to the IoT space.

Whether you're in IoT, or trying to find your way to PMF this episode is worth your time.

In this episode I chat with Bill Waid - Chief Product and Technology Officer at FICO.

We learn about the many capabilities of the FICO team, notably its forte in decision support. But, what stood out the most is Bill's philosophy on team management, and the value of making explicit the connection between company goals and individual PM accomplishments. Bridging this divide isn't just critical to ensure work is done in service of strategy, but calling it out is also necessary to drive motivation and morale - a subtle, but often overlooked quality of objective setting.

In this episode we speak with Hans Fischmann - VP, Product at Vericast.

Hans covers two critical topics all product leaders should note - (1) the value of great communication in building successful products, and (2) velocity as a KPI but not as in its often thought about definition (ticket velocity). Thinking of velocity in the greater context - speed to sales - helps to shape the narrative for product development in more strategic terms.

In this episode we sit down with Will Doolittle who is building BevSuite - a vertical SaaS platform focused on the spirits industry.

A great episode to check out especially for those folks in the early stages of the tech journey. A particularly noteworthy topic Will and I touch on is the role of willingness to pay in decision making - i.e. having the conviction that solving a pain translates to someone paying for it, not just using it!

In this episode we chat it up with Alvin Cho -
VP of Product and Engineering & Head of Developer Experiences, Digital Innovation & Transformation at Fiserv.

Alvin describes how he gets in the trenches with his team when it comes to big and new ideas; this time spent together carving out the problem and defining the right solution is akin to operating like a Pirate ship - deep water, small vessel and lots of holding hands.

This approach has lots of benefits, not the least of which is the osmosis effect on empowering knowledge transfer, and enabling his members to make independent decisions. This is important because Alvin needs to shift into operating like a well oiled Navy carrier where alignment is critical. Alvin can start to focus a bit more on narrative development and strategy, while his team keeps moving in the right direction but without the in trenches presence.

In this episode we sit down with G Shah, Chief Product Officer at Carelon – one of the biggest healthcare companies in the United States.

G gives a textbook case study in the value and approach to injecting decision-making rigor, consistency and transparency into a product organization.