Jerrin Anil

Who can really become a Product Manager? I have met PMs who started as: ➥ Engineers who once fixed bugs, now fixing customer journeys. ➥ Designers who once sketched wireframes, now sketch roadmaps. ➥ Business Analysts who once wrote requirements, now write product visions. ➥ Marketers who once crafted campaigns, now craft features. ➥ Entrepreneurs who once pitched investors, now pitch stakeholders. 𝗧𝗵𝗲 𝘁𝗿𝘂𝘁𝗵? 𝗧𝗵𝗲𝗿𝗲 𝗶𝘀 𝗻𝗼 “𝗶𝗱𝗲𝗮𝗹” 𝗯𝗮𝗰𝗸𝗴𝗿𝗼𝘂𝗻𝗱. 𝗧𝗵𝗲 𝗯𝗲𝘀𝘁 𝗣𝗠𝘀 𝗰𝗼𝗺𝗲 𝗳𝗿𝗼𝗺 𝗲𝘃𝗲𝗿𝘆𝘄𝗵𝗲𝗿𝗲. What unites them is not their degree or title, but their skills and mindset: ➣ Empathy to feel what customers feel ➣ Curiosity to ask “why” until the real problem emerges ➣ Data-driven thinking to separate noise from signal ➣ Prioritization to choose the right problem, not every problem ➣ Storytelling to align teams behind a vision 𝗦𝗼 𝗶𝗳 𝘆𝗼𝘂𝗿 𝗽𝗮𝘁𝗵 𝗹𝗼𝗼𝗸𝘀 “𝗺𝗲𝘀𝘀𝘆” → 𝘆𝗼𝘂’𝗿𝗲 𝗶𝗻 𝘁𝗵𝗲 𝗿𝗶𝗴𝗵𝘁 𝗽𝗹𝗮𝗰𝗲. Product Management is not about where you came from. It’s about where you can lead the product next. 👉 Question: What was YOUR background before becoming (or aspiring to be) a PM? Follow for more insights--> Jesal Shah #ProductManagement #CareerPath #AIProductManager #Leadership #TechCareers #Innovation #GrowthMindset Day 160 #365DaysAIProductChallenge image: prodpad

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#productdharma Most people think product management is about strategy decks, fancy frameworks, and big roadmaps. Those things are important — but they’re not what makes or breaks you as a PM. The real weight sits elsewhere: • #Ownership of outcomes — your job isn’t to ship features, it’s to solve problems. • #No-excuse mindset — dependencies and blockers are real, but users don’t care. • #Clarity under chaos — when everything is moving fast, your calm voice becomes the anchor for the team. I call this the “product dharma.” It’s the mindset I’ve leaned on while leading teams through ambiguity, rallying people with different priorities, and keeping focus when the path ahead wasn’t clear. Analytical sharpness, data fluency, strategy chops — they all matter. But in a fast-moving world, tools and frameworks will change. AI will rewrite playbooks. Markets will shift overnight. These qualitative skills are different. They don’t perish. They compound. And over time, they’re the difference between a PM who survives… and one who truly lasts.

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Fun fact: 0→1 isn’t the hardest thing in product. Launching a brand-new product gets all the glory 9x out of 10. Don’t deny it. But transforming a legacy platform? That’s where the real test happens. Because you’re unbuilding, rebuilding and then building something new. You’re dealing with the past, present and future all at once. It means: ⚪️ Figuring out what stays, what goes, and what changes. ⚪️ Reworking old systems and making them talk to new ones. ⚪️ Aligning leaders, teams, and customers who are stubbornly comfortable with the old way. ⚪️ Teaching users that “better” doesn’t simply mean “the same, but a couple clicks less.” It’s a completely new experience. Most PMs think of their role as building brand new. Never before seen. But the harder (and more valuable) skill is turning something outdated into something modern that actually works. This is the essence of digital transformation in product. 0→1 gives you the speed and vision. Digital transformation gives you depth and resilience. You need both to really succeed in PM. Especially these days. #productmanagement #productmanager #digitaltransformation #productperson #modernization #0to1

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Aspiring product managers are missing this! As a mentor and recruiter for partner companies, I work closely with aspiring product managers who are actively seeking new job opportunities. One way to demonstrate your skills when you do not have the 'product manager' title/experience in your CV is to add a portfolio of your work. But how do you do it right? Here are the common mistakes I see in project documentation: 1. Reviewers do not have access to project files. Seems basic, but candidates often fail to enable public access to their documents. 2. Too much focus on the solution without a clear problem. Recruiters want to know how you solve problems. 3. Too many details. The project documentation is too lengthy, and the reader tends to lose interest. 4. There is no clear angle. Are you creating a new product as part of a team, a fictional case study, or a product teardown? 5. Poor content structure. Your documentation should tell a story of the problem, the ideas explored, the solution, the results, and the lessons learned. 6. Poor design and formatting. Low-quality images and inconsistent formatting in project documentation make your work appear unprofessional. Do you want to learn how to create your portfolio and document your projects to get positive results? Read this: https://lnkd.in/eaQSNBSe.

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🧠 PM ≠ PO ≠ Project Manager. Still confused who does what? Mix these up — and your product will suffer. Let’s settle this once and for all 👇 . . ❓ Why This Matters . 🚨 Same team. Same goal. Different jobs. 🚨 But many orgs expect these roles to be interchangeable. 🚨 That’s why timelines slip. Products flop. 🚨 And everyone blames “bad execution.” . . 👑 Product Manager (PM) . The Strategist: Owns the why behind the product. Aligns product with business goals. Deeply understands users and markets . ❌ Average PM:
“Tell me what the devs need — I’ll write the specs.” ✅ Good PM:
“We’ll prioritize this feature because it solves a key user pain and drives revenue.” . 💡 Pro Tip — Don’t just manage tasks. Manage value . . 🛠️ Product Owner (PO) . The Execution Expert: 
Translates vision into actionable sprints. Owns backlog, user stories, and sprint goals. Bridges PM and developers . ❌ Average PO:
“Let’s shove all the features into the sprint and hope for the best.” ✅ Good PO:
“Here’s how we break this epic into incremental, testable stories.” . 💡 Pro Tip — You’re not a note-taker. You’re a value translator . . 📅 Project Manager (PjM) . The Orchestrator: 
Manages timelines, dependencies, and people. Ensures deliverables ship on time. Tracks progress, resolves blockers . ❌ Average PjM:
“We’re on schedule — even if no one knows what we’re building.” ✅ Good PjM:
“Here’s how we de-risk the roadmap without slowing down.” . 💡 Pro Tip — You're the glue. If you’re invisible, you’re doing it right . . 🚨 Where Teams Get It Wrong . ❌ PM acts like a PO → 
Vision gets buried in tickets ❌ PO defines product vision → 
They end up guessing ❌ PjM prioritizes features → 
Roadmap loses direction . . 🤩 Product Manager. Product Owner. Project Manager.
 Three roles. One mission. Deliver products that matter.
 Mess up the roles — 
You mess up the outcomes. Great teams don’t blur lines. They Respect the Lanes 😇 . 👉 Tag someone who plays their role like a pro . 💬 Comment: What’s your biggest PM/PO/PjM mix-up story? . . #ProductManagement #ProductOwner #ProjectManagement #ProductMind #ProductRole #Agile #Scrum #TechLeadership #PMTips #LinkedInCarousel

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🚀 Product Management Interview Guide - AI PM Role 💡 What was the interview about? A real PM interview for improving engagement on Google Gemini mobile — focusing on daily transactions & user habits. ✅ Feedback from the interview The candidate showed strong structure & creativity but needed sharper clarifying questions, more specific user pain points, and deeper technical feasibility checks. 🎙️ AI Interview Podcast I’ve generated an AI podcast recap using NotebookLM from this interview. Will add link to the same in comments if you want to hear how could have this been solved better? ⚠️ Note on authenticity This is from an actual interview conducted. For candidate privacy, I cannot share the raw transcript — but the insights and learnings are all real. 🔎 Your turn What are some pain points or solutions you can think of for boosting Gemini’s mobile engagement? 👉 How would you approach this problem? #ProductManagement #AI #InterviewPrep #GoogleGemini #Learning

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Product discovery is the number 1 skill for PMs. Here's how to use AI to 10x your discovery: (At each step) —— 𝗦𝗧𝗘𝗣 𝟭: 𝗔𝗜 𝗠𝗮𝗿𝗸𝗲𝘁 𝗜𝗻𝘁𝗲𝗹𝗹𝗶𝗴𝗲𝗻𝗰𝗲 Market analysis used to be a lengthy, research-heavy process that often required access to paid reports. Now, replace that with: a. Market sizing by Perplexity b. Validation with 3 expert calls c. Synthesizing sources with NotebookLM —— 𝗦𝗧𝗘𝗣 𝟮: 𝗔𝗜 𝗖𝘂𝘀𝘁𝗼𝗺𝗲𝗿 𝗜𝗻𝘁𝗲𝗹𝗹𝗶𝗴𝗲𝗻𝗰𝗲 Build an AI customer intelligence system like that provided by tools like Dovetail. These aggregate all your: • 1000s of support calls • 100s of app reviews • 100s of sales calls • 10s of interviews AI customer intelligence tools are as important as AI prototyping tools. Deep dive: https://lnkd.in/evCwj4rU —— 𝗦𝗧𝗘𝗣 𝟯: 𝗦𝗵𝗶𝗽 𝗮𝗻 𝗔𝗜 𝗣𝗿𝗼𝘁𝗼𝘁𝘆𝗽𝗲 Once you have all that context: a. Write a PRD: https://lnkd.in/eMu59p_z b. Build an AI prototype: https://lnkd.in/eJujDhBV This allows you to actually test what your building with customers and is the major unlock. —— 𝗦𝗧𝗘𝗣 𝟰: 𝗦𝘆𝗻𝘁𝗵𝗲𝘀𝗶𝘇𝗲 𝘄𝗶𝘁𝗵 𝗔𝗜 After testing the protototype, collect: • Transcripts from Otter ai or a similar tool • Recordings from zoom • Notes from notion Here's how the godmother of discovery, Teresa Torres, explained it: https://lnkd.in/e7Q6mMpc —— 𝗦𝗧𝗘𝗣 𝟱: 𝗔𝗜 𝗖𝗼𝗺𝗽𝗲𝘁𝗶𝘁𝗶𝘃𝗲 𝗜𝗻𝘁𝗲𝗹𝗹𝗶𝗴𝗲𝗻𝗰𝗲 In the pre-AI world, we'd spend hours monitoring and researching our competitors. Now an agent can do it: https://lnkd.in/eeey5Cxr With updates on: • Product launches • Customer sentiment • Pricing changes • Feature gaps It's like having your own researcher intern work 24/7. —— 𝗦𝗧𝗘𝗣 𝟲: 𝗔𝗜-𝗔𝘀𝘀𝗶𝘀𝘁𝗲𝗱 𝗣𝗿𝗶𝗼𝗿𝗶𝘁𝗶𝘇𝗮𝘁𝗶𝗼𝗻 The last step is to decide what to prioritize. AI can help you gather data like: • ARR Impact • Effort vs Impact • Alignment with strategy You can use that to ship: https://lnkd.in/eQNDp-Fa —— 𝗦𝗧𝗘𝗣 𝟳: 𝗖𝗼𝗻𝘁𝗶𝗻𝘂𝗼𝘂𝘀 𝗟𝗲𝗮𝗿𝗻𝗶𝗻𝗴 𝗟𝗼𝗼𝗽 Put it all together into strong weekly rituals: -Monday: Review intelligence -Tuesday-Thursday: Ship & monitor -Friday: Synthesize learnings -Weekend: Auto-gen insight AI keeps the loop running so you can focus on strategy. Rituals example: https://lnkd.in/eT-QCR58 —— 📌 Want my proven production prompts to analyze with AI? Comment 'AI discovery' + DM me. Repost to cut line. AI discovery is one of the most positive PM changes. This is your roadmap. ➕ Follow Aakash Gupta for daily AI PM Tips. ♻️ Repost for others P.S. What tools have you been using in discovery?

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Be careful what you wish for! It's very common for transitional product leaders (GPM/Head/some directors) to gnash their teeth about the state of product practices within their organisation, or the lack of respect the product team gets from non-product teams or senior leaders. If only they were in "the room" or at "the top table", they'd be able to influence decisions from the top. The company will become "product-led" just because they're there! 🚨 Spoiler alert 🚨 Probably not, but I still think they should try to get there. In certain sectors, there's a massive bias to parachute non-product industry leaders with limited product experience into the top job. On the face of it, this is absurd; would you put someone who has never sold into a sales leadership position? A non-technical CTO? (Yes, I'm sure there are exceptions 🫠) But, the reason for this seeming absurdity is that many emerging product leaders hang onto "being product-y" for too long, and don't feel like senior partners who can work with the rest of the executive team. They rely too much on sounding clever, or talking about frameworks, or judging people for not "being product-y" enough. If you want to make it to the top, realise that the job of an executive product leader is very different. Make sure you're focusing on the right areas: ✅ Align with exec peers to drive company-wide outcomes, don't focus only on product/tech and expect others to follow ✅ Define success in terms of business impact and team health, not just product metrics or stuff that sounds theoretical ✅ Realise that your job is no longer to simply build a product, but to build a kickass team that can build a product ✅ Understand that your peers are no longer the product team but executives from other teams who will probably never really understand your world (and you'll also never really understand theirs) ✅ Find out how businesses work and make money, and what drives success in your context, rather than defaulting to generic product management dogma It's a rough ride, and you'll probably feel like less of a product manager if you get it right, but you'll end up driving bigger impact in the company than if you'd stayed in your box.

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How to prepare for Product Management interviews, regardless of whether you have a weekend/month/year to prepare 👇 The most important things about preparing for your Product Management interviews are understanding: → How to allocate your time per topic → Key areas to focus on → Which frameworks to use Here's how I spend my time before an interview: 🟢 5% Researching Spend time researching the company's products, culture, and anything you can see on social media about them. This research will help you create your stories. 🟢 30% Your Story Spend this time on answers to → Tell me about yourself (utmost important) → Why do you want to join this company? → Why Product Management (for early PMs) 🟢 15% Behavioural questions (S.T.A.R. format) Work on your stories and how you can leverage those in the company you are interviewing for. 🟢 30% Product Design/Improvement/Case questions Practice these 3 types of problems: → What's your favourite product and why? → Design/Improve an app My framework: → Ask clarifying questions → User personas - mention 3(pick 1 ) → Painpoints - 3 → Solutions - 3(keep 1 as moonshot) → Prioritise solutions → Give a north star and 2 supporting metrics -> Always summarise 🟢 15% Product Metrics (G.A.M.E format) My framework: Goal: Define goals for the product. Actions: What actions do we want our users to take that support these goals? Metrics: Now that we’ve clarified our actions of interest, let’s discuss which metrics capture these actions. Evaluate: As with most PM questions, reflect on your answer after you deliver it. 🟢 5% Estimation Estimation questions follow a top-down or bottom-up approach: → Practice 10 questions by yourself and remember stats, you are sorted. → Choose practicing > learning over anything 🌟Need more help with your PM interviews? Check my comment below #productmanager #interviews #guide

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