How do you establish an effective product management team?

I returned to Bristol recently to guest host the Threads meetup. Clearly I didn’t put them off the first time. Threads is a monthly roundtable discussion for entrepreneurs and founders of technology scale-up businesses based in the South West of England.

This month we were discussing when and how to build a product team.

If you’re interested in learning about how to build or improve your own product team, handily I can provide you training on that very topic.

Contact me if you’d like to attend product management training or would like me to speak at your event.

You can read the write-up below.

(Reproduced from the Techspark blog, article by Andrew Gifford and me.)

Founders often remain too closely involved in the day-to-day running of their business to retain an impartial perspective of ever-changing product:market fit.

As a founder, you must not be precious about devolving responsibility for your product management to someone better skilled. With the increasing demands on your time to run and promote the broader business, ceding control of your products to a dedicated product manager will also help to protect you from burn-out.

Here are some tips from Founders of South West tech scale-up businesses, taken from the 2019 series of Threads meetups, helping you determine how best to identify the right person to look after your product.

A product voice at board level

Product management must have a voice that’s listened to at board level, during all stages of your company’s growth. If this seems strange, consider how important it is to your revenues that your product is a success!

Jock says: In larger organisations with multiple products, there should be a Chief Product Officer with a seat on the board, peered with the others in the C-suite. In smaller (or flatter) organisations, there still needs to be an equivalent senior product manager responsible for the product strategy (the ‘what’ and ‘why’), the product team (the ‘who’) and the product discipline (the ‘how’).

Suggested reading: Product Leadership by Richard Banfield, Martin Eriksson and Nate Walkingshaw

A driver to appoint a product manager – be they employed, contracted or outsourced – usually arrives organically, when the founders become too operationally focused to effectively evolve the product.

A product manager operates at the heart of your business. As a generalist, they may not have all the tools, or answers, but will have the right questions and people skills to understand and collaborate with those who do.

Jock says: A good product manager should have an good appreciation of diverse skills ranging from design to development to marketing, and everything else needed to make a product successful. The goal is not for the product manager to be an expert in all these disciplines, but to understand enough about each to have a sensible conversation with an expert in each field.

After all, it would be practically difficult to gain 10-15 years’ experience as a dedicated developer, then again as a designer, then as a user researcher and so on! A product manager is a generalist who draws on the expertise of their team of specialists.

Suggested reading: The Practitioner’s Guide To Product Management by Jock Busuttil

The principles of product management

Product management isn’t just a person or function. It is a set of principles.

Jock says: The principles that underlie product management don’t dictate a rigid process, but instead guide the individual towards the right approach. There is no definitive list, but mine would include:

  • Put users first
  • Be human and ethical
  • Understand the problem before trying to solve it
  • Put yourself in their shoes
  • Serve, don’t lead
  • Have just enough process / documentation / meetings to get by (but no more)
  • Show, don’t tell
  • Face-to-face communication for the win
  • No finger pointing
  • No ego
  • You are not representative of your users’ needs
  • Use data and evidence to inform and guide (but not dictate) decision-making

When to hire your first product manager

The tipping point to appoint a product manager often arrives after angel or series A funding, where founders have little headspace for fresh thinking. Too-busy founders risk becoming out of touch with user needs, arriving at an opaque understanding of current and emerging trends.

If you’ve never appointed or hired a product manager, get an experienced adviser to support the selection process; together you can identify the right skills and attributes for your product aims and weed out the obvious non-starter candidates.

Jock says: The same goes when hiring any discipline that’s new to your business. Whether you’re hiring your first product manager, designer, user researcher, devops engineer, or whatever, you need someone who knows what good looks like (and who can call out bullshit) to interview them on a technical basis, in addition to your ‘cultural-fit’ interviewing.

There isn’t yet a trade body that speaks for all product management professionals. A range of qualifications and certifications exist internationally, each offering certain merit and varying methodologies.

It’s best to appoint someone in who brings a collection of relevant skills, tools and methodologies that suit the values, aims, stage and markets of your business. Explore how well the principles are understood by each candidate and how they apply a pragmatic and flexible approach.

Jock says: Often people make the mistake of thinking that product management is a variation of project management. There are many certifications and training courses that dictate a particular rigid process or framework to follow to create a successful product. This creates a similar problem to a handyman whose only tool is a hammer – every solution to every problem becomes the same. Instead, a good product manager should have multiple approaches (tools) available to them, and can choose the most appropriate approach given the circumstances.

Think of the differences in approach needed between:

  • managing a new product in its early growth versus a declining product
  • operating a product in an emerging market sector (e.g. autonomous vehicles) versus an established one (e.g. insurance)
  • working in a startup with 15 people in one room versus a multinational group company structure

One of the tricky things about product management is that what is considered best practice has evolved rapidly over the last 20 years. It’s gone from being a process-heavy set of sequential steps, influenced heavily by traditional project management and marketing practices, to being a much more human-centric, fluid, adaptable and process-agnostic discipline. Certification syllabuses haven’t really kept up with the times, so even a relatively recent certification in product management may still mean out-of-date practices.

Hiring a good product manager

It’s best to ‘hire for characteristics’, as a good product manager will soon get to grips with the issues and opportunities in your domain.

Arguably, unless you are operating in a deeply technical or specialist domain, hiring for prior domain expertise can become an unnecessary blocker to appointing someone who brings a fresh perspective, missing out on cross-fertilisation of ideas and successes from other domains.

You’re looking to appoint someone who has a lack of ego, a curious and investigative mind, resourcefulness, and an evidence-led and data-driven approach. Creativity and experimentation are important, but must be backed by an analytical approach.

You’re looking for someone who listens well. Someone who coerces potentially reluctant people into a cohesive direction.

You will likely appoint a ‘T-shaped’ person – someone who brings a depth of expertise around one particular area, perhaps reflecting the individual’s background in technology / user experience / the commercial aspects – with a supplementary appreciation of all the other disciplines needed to create and deliver a successful product (marketing, sales, digital, delivery, project management etc.).

Technology usually proves to be the easy bit, because – while you can make technology do the wrong thing – you are dealing with knowns. The spanner in the works is usually the many people involved: their misconceptions and reluctance to change. A good product manager identifies the unknowns, evidences the user needs and options, and works with their team of specialists to identify, test and deliver solutions to user problems.

Don’t be afraid to hire someone who is quite different from you, and who is healthily different from the team. Diversity of thought and approach is an important asset for a distinguished product.

It’s reasonable to expect your new product manager to get up to speed on your company, market and domain within a month – even with little prior domain knowledge. They will need your backing, and exposure to all aspects of your business, its users and markets (but don’t let the Sales team accompany them during the initial research).

The emperor’s new clothes

Your new product manager should be asking beautifully simple questions, ‘why does the emperor have no clothes on?‘. Their newness and naivety is an asset that can challenge outdated working practices, received wisdom and other ingrained bad business habits.

It’s important that your product manager/people keep things fresh – not least themselves – also their approach, the people they work alongside and the methods used. Change the seating plans occasionally, operating in multidisciplinary teams. Switch them between different products every two or three years.

Suggested reading: Social Physics by Alex Pentland and Building Successful Communities Of Practice by Emily Webber.

Don’t silo your people away from each other. Get your people to spark off each other, sharing perspectives across different disciplines.

Your product manager should be away from their desk 75% of the time; conducting research with users, visiting prospective customers, getting to grips with the market, and collaborating across multidisciplinary teams and partners.

It can be useful to seat your product manager near the coffee point, for easy ideas swapping and information exchange. They will likely get to know when you take your tea break, for five minutes of your time to exchange ideas and knowledge.

A product manager who was previously dispassionate about your domain usually brings fewer prejudices. They won’t have to suppress their personal views while synthesising the fresh evidence before them. You can always pair them with domain experts later while you test the new thinking.

A product manager abstract the dynamics of the market, building and refining and mental map.

Jock says: There are a handful of established market models that broadly exhibit similar characteristics and dynamics, regardless of the market sector.

Marketplace products that connect buyers and sellers behave broadly the same regardless of whether the goods being bought or sold are second-hand cars or financial derivatives.

Products showcasing and monetising user-generated content will again follow similar patterns of behaviour whether the content is videos or long-form writing. And so on.

You may wish to believe that your product and market are unique, but everything is always a variation on an existing theme, even if modernised with new technology.

Suggested reading: Lean Analytics by Alistair Croll and Ben Yoskovitz

An appetite for continual learning

A product manager should have an appetite for continual learning.

Jock says: Everything is continually changing and evolving. User needs become more sophisticated as the bar is raised for them by other products; markets grow, mature and decline; new technologies become available; new approaches to product delivery fall in and out of favour.

A good product manager keeps abreast of the major advancements that will have a bearing on their product, market or team. This means they are continually learning and enjoy doing so. Product managers are excited by the potential of new things, but temper that excitement through objectivity and practical evaluation of suitability.

Hire experience first

You don’t want your first product manager to be learning the trade (as a product manager) while also getting to grips with being the first product manager in your organisation. It’s best to appoint an experienced person first – perhaps contracted or outsourced – to identify the strategy and establish the product management function. You can always pair them with an up-and-coming team member, to grow the function.

Jock says: This way, the product management practices themselves should not be in question, leaving the product manager to get on with the already tricky task of establishing a new product function in your company.

If considering internal candidates for a trial in product management role, look for someone who is already lobbying on behalf of the product or users and working well across different departments. This person will likely be multiskilled, displaying attributes of curiosity, experimentation and an evidence-based approach.

Setting up your team

Multidisciplinary teams, sharing diverse viewpoints and strengths are an excellent way to collaborate productively. You can effectively seat together up to 12 people in a cluster of desks. It gets a bit unwieldy beyond this.

Jock says: More about multidisciplinary teams here: I Manage Products – Assemble the Right Product Team by Jock Busuttil

Encourage the use of visual aids, whiteboards and collaborative working spaces, illustrating the ‘now, next and later later’ plans, (also known as your product roadmap) and UX feedback. Promote face-to-face conversation and ideas exchange. Your digital or project management system mustn’t dictate the way people work.

A collaborative culture

Publish your UX research and product plans visually at tea/coffee/water points. Work visibly and openly, so that others can chip in their own findings and perspectives.

Establish a culture of a weekly show and tell, at a regular fixed time in the calendar and lasting 45 mins maximum, with five minute talks followed by five minutes of Q&A each. Foster a culture where attendance is habit and everyone is welcome (not just techies). Someone from (if not all of) the leadership team must attend to set a good example and gain valuable insights. Ban Powerpoints – it makes preparation too onerous, and never fits into 5 minutes. Encourage ‘showing the thing’ instead.

Remote working

An entirely remote product manager can work effectively, provided the communication tools and culture of working with remote workers is already in place. It can be more of a challenge if your product manager is entirely remote in a culture where everyone else is physically together and not used to accommodating remote colleagues.

Jock says: A good case study in wholly remote teams is available at 18F. 18F is broadly equivalent to the UK’s Government Digital Services: 18F’s best practices for making distributed teams work

Your technical support team should work closely with the product team. These colleagues have excellent user and product insights, and a holistic view.

Further reading

Threads meetups are a way for founders and department heads of technology companies to share learning, experiences and conundrums. These roundtable discussions unpack topics around leadership, business and operations. Most people find at least one improvement to take away and implement.

Threads is held at 6:00 – 8.30pm on the first Wednesday of each month. To RSVP, head to the Threads South West meetup page.

For more Founder’s scaleup tips, follow Threads on twitter.

Q&A: How do I make myself more suitable for a senior product role in UK government?

Here’s a question I’ve been asked recently:

Hi Jock,

I’d appreciate your advice on working for the GDS and different ministries. I have recently applied for senior positions (Deputy Director and Head of Product) at GDS and another UK government department.

On both occasions I was told that while I had the skills, my previous products had not been used by the millions of users, rather the hundreds of thousands, and therefore I was not considered the right person for the role.

This seems unusual given that building for 6 figure as oppose to 7 figure usage would not make that much difference in my opinion.

Could you recommend anything I could do to improve my suitability for next time a role like that comes available?

Many thanks,


Read on for my reply.

Continue reading

Making myself redundant

I’ve recently been working for MOJ Digital at the Ministry of Justice as their interim head of product. They asked me to join as a professional coach and mentor to the team of product managers building digital services there. It soon became clear that there was plenty more I could do to help.

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Becoming a product manager at MOJ Digital

This article was originally published on MOJ Digital’s blog in January 2015.

Fancy a job as a product manager? Do you see yourself working in a hot start-up with a small, tight-knit team of specialists?

I’ll bet you never considered the Ministry of Justice as an option. You’re missing a trick – let me explain why.

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46: How to qualify yourself for a product management job

I’m writing about one hundred things I’ve learned as a product manager.

If you want to work as a developer, you learn software engineering, computer science or teach yourself to code. If you want to become a UX designer, you learn about design and behavioural psychology. But what do you need to learn if you want to qualify for a job as a product manager?

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A day in the life of a product manager – guest post for Silicon Milkroundabout

This article was originally published on Silicon Milkroundabout’s blog in May 2014.

If you’re reading this, you’re perhaps considering coming along to Silicon Milkroundabout 7.0 this Saturday to find yourself a job as a product manager. I’d like to give you a flavour of what being a product manager is like.

One of the great things about product management is that each day you’ll need to turn your hand to many different tasks. You could be reviewing user feedback on the latest mock-ups with your UX team; discussing options for resolving a nasty bug with your development team; working with the marketing team to find the right tone of voice for the product brand; and somehow still find time to explain some curious findings in your market research, and flesh out the next major phase of the product roadmap. You’re probably also organising a company bake sale. And helping with the next round of interviews. And so on.

In fact, if you want an idea of what being a product manager is like, take a look at Erich Brenn in this clip:

If the thought of keeping all those plates spinning sounds like fun, then you’ve probably chosen the right career.

There are many attributes of a good product manager, so I’ve tried to pick my top five.

  1. Empathy: the ability to appreciate the needs, pains and context of others.
  2. Communication: to be able to express and receive information clearly and in terms the audience will be familiar with.
  3. Curiosity: an insatiable desire to learn and understand, never standing still.
  4. Time Management: to make efficient and effective use of one’s limited time.
  5. Divided Attention: to be able to switch focus easily from the long-term to the short-term, and from the fine detail to the big picture.

Does this sound like you?

In practice, your future employer may also expect you to have an appreciation, if not direct experience, of UX design, development, marketing communications, finance, sales, market research and data analysis. That may sound like a tall order, but think about it this way: you’ll either be working with specialists in each of these areas, so it will be in your interests to understand their needs and speak their language, or your employer will need you to fill a gap until a suitable specialist is hired.

Years ago, I worked at a startup in which I was the IT guy swearing under a desk with a network cable, the customer trainer, web developer, product marketer, and occasional receptionist. It was perfect training for me to become a product manager.

People describe the role of a product manager in many ways, but I like to think it boils down to being responsible for bringing the right product to the right market, at the right time, and for the right price.

Your job will be to figure out what “right” is for the company that hires you. Best of luck!

If you’re looking for tips on how you can tell you’re doing your job right, you may also be interested in one of my earlier posts: 4 Key Ways to Spot a Successful Product Manager.

What you should expect when recruiting a product manager

or: What makes a good product manager?

After my slightly frivolous post last time, I wanted to follow up with a more practical article intended for people wanting to hire a product manager and, by the same token, those of you wanting to step into that role.

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