What does Product Management success look like to YOU?

Founder: 27Sprints, Product Management, Agile, Lean Startup
Hi everyone,
I'm doing some research and would LOVE your feedback. My goal is really to make us all more successful at what we do!

I would be infinitely grateful if you would answer the following, in as little or as much detail as you'd like:
1) How do you measure success for yourself in your product management role? (outcomes, milestones, ..)
2) How is your success as a Product Manager measured by your boss?
3) What do you think is missing that would help Product Managers be more successful in their roles?

Responding to just #3, I'd like to point out 2 things that I have consistently seen missing.

First, product managers are often given feedback about how well their product is performing or not performing (ROI, sales, the numbers), and what features are missing, but rarely are product managers told they need to reevaluate the process by which they go from concept to delivery. Rarely are product managers challenged to find a new way to create a product, prioritize a product, gain input about a concept, value the features of a product. Instead, product managers are asked to simply create a better product, a more relevant product, deliver new products to market faster. You can't accomplish the latter (goals) without first addressing the former (process).

Second, product managers are rarely asked or given the flexibility to get out of the office and learn new methods for improving the product development process. Regardless of your title or role, Product Mgr or otherwise, you need to go to summits and meetups, network with people, share experiences, learn new ways of addressing issues, thoughtfully think about how to apply those newfound methods to your job and organization, introduce and try out those new ideas with your leaders and peers, and constantly evaluate, experiment, and restructure the product development process. Some product managers need to be nudged into doing this by their managers and peers.



The people that supposedly know you the best, but seem to say the wrong things consistently anyway.

The people that you love the most, but are also the people that can and will hurt you the most in life.

The people that are supposed to understand what you deal with from day to day in your own life, but manage to be the most selfish in their judgement of you and you decisions.

The people that expect you to commit all your time and energy to them, but never seem to be able to make commitments back to you.

The people that you look forward to seeing during holidays, but you cannot invite everybody because some are too immature to be around each other.

The people that expect you to call them more often, but can never seem to pick up the phone and call you themselves, or even respond to your phone calls, emails, and text messages.

The people that expect you to keep your calendar clear for them, but can never adjust their own schedules for you.

The people that expect you to travel to and stay with them, but hate travelling to and staying with you.

The people that expect you to take time off of work for them, but can never seem to take time off of work for you.

The people that expect you to be able to bring your kids everywhere at any time, but don't have kids themselves.

The people that expect you to travel to them with young children for 12 hours in a car, but don't want to travel to you when they don't have kids to travel with.

The people that you try not to choose sides with or against, but who yell at you because you didn't choose the right side.

The people that bring you the biggest smiles and the loudest laughs, but also the most criticism, tears, and WTF moments.

[the end.]

A toast to my father on his 80th birthday

My mother asked me to give a toast to my father at his 80th birthday party. My wife has it on video, but I hope that never makes it to YouTube. But here is what I had to say...

I love my father. I have always respected my father. I have learned so much from my father. I have spent my life aspiring to be as awesome as my father. And here’s why…

Marriage & Fatherhood:

I firmly believe that children learn by example. You can tell a child what to do and what not to do, how to behave and how not to behave, but at the end of the day, children will most likely exhibit the behavior and the choices that their parents make.

By watching how my father loved, respected, and would do (and buy!) anything for my mother, I learned to try my best to be everything to my wife.

By watching how my father loved, disciplined, laughed at and with, and taught respect and responsibility to my sister and I, I learned how to treat my daughters as the priceless life gifts they are and how to teach them to be all they can and want to be.

Career Success & Leadership:

When I was younger, I had no desire to be a work in finance like my father, but I knew he was a hard worker, an ethical worker, and a fair manager. I met plenty of his colleagues, partners, bosses, and employees, and there was always an honest appreciation and respect for my father.

There have been many of times when I am at work and have asked myself, “How would my father handle this situation,” or, “How can I be more like my father, as successful as my father.” My father has always been an inspiration and motivation to me in my career.

John Maxwell wrote of “The 21 Irrefutable Laws of Leadership,” such as:

  1. Influence
  2. Respect
  3. Intuition
  4. Magnetism
  5. Connection
  6. Empowerment
  7. Sacrifice
  8. Legacy

When I read that book 5 or so years ago, I thought, “Has my father read this book?” Because I knew he exemplified those characteristics of leadership at work and in life.

Music Appreciation:

When I was a teenager, my father always seemed confused, maybe even disappointed, that I chose to listen to hard-rock and heavy-metal music. I know he’s even more dumbfounded that I haven’t grown out of it! But he never told me what I could or couldn't listen to. He certainly put Classical and Big Band Jazz on every moment we were alone in the car together, probably hoping he could convert me. Don’t tell him, but I actually like Baroque and Jazz music, but it’s not what I blast in my car with the windows down.

Recent psychological studies at Heriot-Watt and Westminster universities discovered that heavy-metal and Classical music listeners, aside from obvious age differences, are basically identical personalities. Above all else, they are:

  1. Creative
  2. At ease with themselves
  3. Gentle to others
  4. Value alone time
  5. Open to experiences
  6. Have a higher drive towards uniqueness
  7. Have a love of the grandiose

This allows both listeners to freely encounter non-traditional occurrences, such as non-mainstream or more theatrical music, with a more open mind than their peers. So Dad, you shouldn't be ashamed of my excellent taste in music.

The Not-So-Graceful Times:

Of course, there have been not-so-graceful times as well. Such as when we traveled to Hawaii and, in the course of one week’s time, my father managed to:

  1. Trip backwards over the luggage he left in the hotel hallway
  2. Leave his credit card at a bar
  3. Temporarily lost is car keys 
  4. And most eventful, set off a sprinkler in his hotel room, thereby soaking all my mother’s clothing and shoes, setting off fire alarms, and leading to the evacuation the entire hotel floor

But I won’t go into the details of that adventure here. You can talk to me afterwards because it’s a great story!


Lastly, I’d like to end this toast to my father on his 80th birthday with a poem. I didn't write it, but I felt it encapsulates what my mother, sister, and I think of my father.

God took the strength of a mountain,
The majesty of a tree,
The warmth of a summer sun,
The calm of a quiet sea,

The generous soul of nature,
The comforting arm of night,
The wisdom of the ages,
The power of the eagle's flight,

The joy of a morning in spring,
The faith of a mustard seed,
The patience of eternity,
The depth of a family need,

Then God combined these qualities,
[And] When there was nothing more to add,
He knew His masterpiece was complete,
And so, He called it ... Dad

Here’s to my father, Happy birthday!

[the end.]

Only PDM checklist you need?

Understand what people need.
Address the whole experience, from start to finish.
Make it simple and intuitive.
Build the service using agile and iterative practices.
Structure budgets and contracts to support delivery.
Assign one leader and hold that person accountable.
Bring in experienced teams.
Choose a modern technology stack.
Deploy in a flexible hosting environment.
Automate testing and deployments.
Manage security and privacy through reusable processes.
Use data to drive decisions.
Default to open.


Using Story Mapping and Value Allocation to find your MVP

If you work on Agile teams, you are probably already familiar with story mapping. As an Agile product manager or product owner, you have watched as your product requirements are turned into a piece of Post-It Note art on the wall of a conference room. It's more liberating than painstakingly typing up a business requirement document in Word by yourself, and it's scary because pieces of your product scope can so easily be "descoped" if they fall off the wall and end up in the recycle bin! But that's what your smartphone's camera is for.

For those of you that are not yet familiar with story mapping, Naresh Jane, founder of AgileFAQs, describes story maps as, "A prioritized user story backlog helps to understand what to do next, but is a difficult tool for understanding what your whole system is intended to do. A user story map arranges user stories into a useful model to help understand the functionality of the system, identify holes and omissions in your backlog, and effectively plan holistic releases that delivery value to users and business with each release."

Wikipedia defines a story map as, "a graphical, two-dimensional product backlog. At the top of the map are big user stories [or epics or themes or activities]. These grouping units are created by orienting the order you'd explain the behavior of the system. Vertically, below the epics, the actual story cards are allocated and ordered by priority. In this way it becomes possible to describe even big systems without losing the big picture."

Minimum Viable Product (MVP)?

A minimum viable product has just those core features that allow the product to be deployed, and no more. An MVP is not a minimal product, it is a strategy and process directed toward making and selling a product to customers. It is an iterative process of idea generation, prototyping, presentation, data collection, analysis and learning. One seeks to minimize the total time spent on an iteration. The process is iterated until a desirable product/market fit is obtained, or until the product is deemed to be non-viable.

Source: http://en.wikipedia.org/wiki/Minimum_viable_product

What really motivates us?

[the end.]

Be the Product Cheerleader and Bring a Playbook

by Wes Royer

Be the Cheerleader…

Being the product manager responsible for bringing a new product or feature from concept to launch can be a frustrating journey. Even with executive backing to make your product a priority in the company’s portfolio, there will be roadblocks (internal and external competition), obstacles (defects, misses), and constraints (funding, speed to market, resourcing).

But no matter how frustrating a meeting, day, or week gets, a good product manager remains the product’s cheerleader in front of the project team and stakeholders. There needs to be a balance with reality, but the product manager needs to constantly be a positive light in face of issues and risks. The product manager needs to consistently and gracefully reiterate to the team why the product is important to the customer and why the product is integral to the company’s strategy. Note that the word “cheerleader” contains the word “leader.”

I have seen project teams strive and smile through challenges when their product owner maintains this “glass half full” attitude. When a product owner expresses a “glass half empty” attitude in front of the project team and stakeholders, I have seen lack of collaboration and efficiently quickly take over the project team. This only leads to doubt, poor delivery, and even defiance, which in the end will result in a blame game.

…and Bring a Playbook

Let’s assume that the product manager is a captain cheerleader. Is there a playbook, a roadmap? If they don’t have a clear roadmap and strategy for their product, the project team will notice and start asking questions about direction and purpose. Being a product cheerleader without a roadmap is like running onto the field without a playbook.

For example, let’s say your project team is a strong group of resources that has worked well together for the past year. Each team member respects one another, and consistently delivers on-time with quality, but keeps the environment fun. If this team starts working on a product that lacks clear goals and lacks an actionable roadmap strategy to meet those goals, the team may push through a couple sprints or releases just fine. But it will not take long before you start hearing questions in and out of meetings such as, “What are we working on next?” and “How do I know what we’re building now is scaling the product for what we need to build for the next release or client?”

Even worse, resources start stating, “Guess this product is not a priority,” or half joking say, “When are we getting our pink slips?” I have witnessed this, and it is uncomfortable and alarming. At this point, cheerleading will be ignored for blind enthusiasm.

In today’s world of increased real-time collaboration and Agile methodologies, team members wear and share multiple hats of responsibility and any coworker may ask strategic questions.  Having a documented roadmap and being able to clearly explain the strategy behind it helps keep the team on track with direction and purpose, which should lead to a happy and productive team for your product.

Roadmap template, copyright Wes Royer & Product Fencing

And for you Agilists, see "Even Agile Teams Need a Product Roadmap."

[the end.]

Product Management 101: Identifying and Assessing Opportunities

by Sam Bryant

One of the core responsibilities of a product manager is identifying and assessing opportunities. There is no shortage of product ideas. Everyone has ideas for products. Just think of how many times you've heard someone say or you've said to yourself, "I had that idea years ago," when you learn about a new product. Identifying product opportunities is fun. Most everyone likes to brainstorm and dream because pretty much anyone can do it and, again, it's fun.

The product manager does not need to be especially good at idea generation but must be able to elicit and capture ideas from others. Facilitating idea generation or brainstorming sessions is skill itself, though many companies may be hired to assist with this process.

The product manager's key function is to take a group of product ideas and evaluate and assess those ideas for viability. This is no easy task.

A framework I have seen applied for both identifying and assessing opportunities is approaching growth from your core. At one organization I was employed it was approached as an adjacency strategy where product development was approached by always staying adjacent to your core product offering, including customer, market, channel, geography, etc. and not straying too far at one time. At another organization, a consulting firm we worked with followed a growth from your core strategy focused on only moving one aspect of your business away from your core at a time. For example, same product in a new geography or new product to the same customers.

A growth from the core model eliminates the possibility for transformative change but mitigates risk when investing resources in growing a business. When applying this strategy to assessing product opportunities, it is essential to first define what is the core:

  • Customers
  • Channels
  • Geographies
  • Technologies
  • Sales team
  • Markets
  • Financials (margin, revenue, EBITDA)
Once you define your core you can evaluate potential opportunities based on their distance from your core. For example, if the new product idea will be sold to new customers in a new market via a new sales team, then the idea is 3 steps away from your core. You can use this methodology to quickly evaluate the risk and feasibility of success associated with product ideas and prioritize the ones that are closer to your core (they will have the lowest scores). While most product managers dream of developing the next iPod that will transform an entire industry, the majority of successful products are close to a company's core.

This methodology can be applied to narrow down a list of potential product ideas to 3 or 4. Any more and it will take too long to pick a product idea to pursue and the market opportunity may pass. Any less and you might complete your analysis and realize the 1 idea you picked is not a winner.

When you have decided on the top 3 or 4 product ideas to evaluate, it is time for development of a business case. Projecting potential revenue from sales as well as ballpark estimates of expenses can result in short and long term profitably estimates, which will lead to the product idea to pursue. I will not dive into business case development, as this is a skill that is critical to numerous positions and there are many resources available to reference.

Once you have picked the product idea to develop, it is time to define the product.

Next: Product Management 101: Right Product, Right Time

[the end.]

What if Public School Curriculum was Treated like a Product?

by Wes Royer

One evening during my commute home, that is the question that popped up in my head. And over the next couple weeks, I was further inspired along the same topic by several TEDxRVA speakers, my two pre-K daughters, and Sir Ken Robinson.

So what if we treated our children’s education like a product? What would that mean?

First, we’d need to identify who the customer is. But the customer is the child receiving the education, right? Yes, but your typical grade-school or even high-school aged kid probably doesn’t know what they need from an education. Kids may joke about what they want to learn about in class, but it’s adults that know what education a kid needs to make a living and be successful after high school and college.

So how would a disciplined product manager help with identifying who the customer is and what that customer needs from public education?

A product manager would interview and get to know the customer. Sure, that product manager very likely attended public school and indeed can look back with a critical mind about what he wished he had learned in school vs. what he thinks was a complete waste of time. But that is biased opinion of one. A product manager would need to interview, know, and represent kids, parents, university heads, and business leaders to define what it is that today’s kids need to learn today to survive in the future.

And speaking of the future, a product manager would need to understand that education as a market inherits unpredictability of the financial and job markets, and suffers from education inflation or academic inflation. This highlights the importance of the “right product, right time” principle. The product manager isn’t defining what problems an education customer has yesterday or today; instead, they are defining what problems the customer will have 12 years from now.

That’s why the product manager would try to understand what universities are looking for in applicants 12 years from now. What education, skills, and mindsets are universities hoping to see in freshmen students 12 years from now to enhance their scholarly reputation 4 years after that?

Likewise, the product manager would attempt to understand what the job market and corporations are looking for in young applicants 12 to 16 years from now. What emerging jobs require greater math skills, and are we assuming all mathematic studies, or just algebra and geometry? Is learning a second language more important or less important 12 years from now, and what languages are the most useful? Do computer and typing skills outweigh handwriting and spelling tests? Do students need to learn the big SAT words when professional writing courses tell us to write at a grade school level? Is it more important to memorize dates and places instead of understanding why things have happened in the history of our country and the world?

How do we apply technology without sacrificing the student’s need to apply creative thinking and problem solving skills. How do we foster children’s intelligence, passion, imagination, and invention over standardization, conformity, and trend following? How do we teach confidence, integrity, focus, time management, presentation skills, and interpersonal communication skills? Aren’t these all problems that education as a product needs to address so that companies can hire people that will succeed personally and for the company?

Yes, the questions seem endless and impossible to define a product from, but a product manager would handle that by creating a roadmap, defining success for each “feature” on that roadmap, prioritizing each feature based on customer need, and then hopefully addressing each feature one at a time in some Agile method that accommodates flexibility in the roadmap.

And then, the product manager would have to evangelize the product, selling the concepts and marketing the benefits to leaders at all levels (federal, state, and local; public and private) that will themselves become evangelists. Corporations would lobby for the product on the grounds of its benefits to the economy, because the product manager provided direct and indirect benefits that offset the cost impacts of redefining a curriculum. And the product manager would have defined geographical work forces and foreign economies as competition.

Twelve years from now, how would we know if the changes were successful? Well, the product manager would have defined success and quantifiable metrics to measure against. And understanding that no product manager gets it 100% right, the product manager would be continually reevaluating the customer, the problems, the roadmap, and the solution.

All the above is what a disciplined product manager could do for education. There are probably private schools that take this approach already at their micro level. And I am not sure where and who to start with to achieve a state or federal “product” strategy. But as a product management professional, I know there’s a discipline that could help improve our kids’ future and the future of our economy.

References of inspiration…

[the end.]

Product Management 101: The Role of the Product Manager

"What do you do?"

   "I'm a product manager."

"What does that mean?"

   "How long do you have...?"

The role of a product manager is complex, similar to any other professional role. If I had to succinctly define the role of a product manager, I'd use the 5W's to describe a product manager's responsibilities.

  • Define WHO is the customer
  • Define WHAT is the product
  • Define WHERE the product is going in the future and WHEN
  • Define WHY the customer should and will use the product (marketing)

This definition works for quickly informing someone of your job as a product manager, but to thrive as a product manager and build your capability as well as capability in others, a much more detailed job description is required.

I have been in search of such a thing in order to grow in my role as have others in my discipline. Senior leaders in Product at my company found the whitepaper "Behind Every Great Product: The Role of the Product Manager" by Martin Cagan at Silicon Valley Product Group. They shared it with the organization (both Product and beyond) in order to evangelize their vision for how the Product organization should and will operate.

This whitepaper has become my go-to reference for what success looks like as a product manager. While not an exhaustive reference, it provides a strong overview of both what a product manager does as well as how good product managers do it.

The roles and responsibilities of a product manager outlined in the whitepaper are:

  • Identifying and assessing opportunities
  • Right product, right time
  • Product Strategy and roadmap
  • Manages product not people
  • Represents product internally
    •    Evangelism
    •    Executive review
    •    Sales and marketing
  • Represents customer

The characteristics of good products managers that are outlined in the whitepaper are:

  • Personal traits
    •    Product passion
    •    Customer empathy
    •    Intelligence
    •    Work ethic
    •    Integrity
    •    Confidence
    •    Communication skills
  • Knowledge
    •    Know your customer
    •    Know your product
    •    Know your competitors
  • Attitude
    •    No excuses
    •    Defining success
    •    Nothing sacred
  • Skills
    •    Applying technology
    •    Focus
    •    Time management
    •    Written skills
    •    Presentation skills
    •    Business skills

Very few universities offer degrees in Product Management, so I will use Cagan's whitepaper as an outline for a Product Management 101 educational series with some additions based on my experience. I hope this will offer education for those interested in pursuing a career in product management, as well as those in a product manager or similar role that are interested in strengthening their craft.

Next in Product Management 101: Identifying and Assessing Opportunities

[the end.]

TEDxRVA 28-March-2014 Recap


More than 600 people from the RVA community came together at a sold-out VA Reps November Theatre to participate in the second TEDxRVA event. There were nine TEDx viewing centers were set up around RVA to watch on LiveStream. Capital One had 600 employees watching live in one room on their corporate campus, and many other companies in the area did the same. Twenty-two speakers from across a wide range of organizations, professions, and industries made quite an impression on the audience.

What an amazing networking event, with quite the diversity of talent in the audience. It was amazing that RVA hosted several high profile people from across the country, and amazing the speaking and performing talent that was represented by RVA.

Theme of the day was "RE_" and we were asked to write down and tweet RE_ words for each speaker. My words included: Reimage, reuse, redo, renew, reignite, reengage, remix, recondition, and rethink.

How did attending TEDxRVA benefit and affect me? Many, if not all, of the quotes captured below are applicable to work and life, and should be applicable in some way to your work and life, whether we are working in a small team, or working among giant organizations. Regardless of the speaker's direct topic, the underlying themes of leadership, imagination, creativity, invention, positive attitude, open-mindedness, customer focus, and listening, respecting and understanding others' perspectives are part of being a successful professional and living a more fulfilling life.

Andy Stefanovich was the host, chief curator, and MC. I was already familiar with Stefanovich from his part in kicking off RVA's C3 Breakfast Club and his book, "Look at More: A Proven Approach to Innovation, Growth, and Change." He did a remarkable job setting the stage and keeping the audience excited and engaged between speakers and performers. My quote of the day from him came early:

  • "Seek out those moments of truth. They will change you."

Mike Muse, founder of Muse Records, did an amazing job explaining how the art of music is like a political and cultural history map.

  • "Let’s go down a road of pop culture and politics."
  • "Stand for something or fall for everything."
  • "Don’t be passive about your democracy."
  • "Music defines a generation."
  • "Own your democracy."

Archie Lee Coates, IV of Playlab Inc. walked us through his journey to create the +POOL Project in New York City's East River. A true journey of idea to reality.

  • "Exploring is always worth it."
  • "You never waste time or money when you are exploring."
  • "Self-proclaimed weirdos, not knowing what they are doing, can change the world with ideas."

Jasmine Lawrence, a program manager for Microsoft Xbox and founder of EDEN BodyWorks, spoke about the need for imagination and creativity in public schools to drive an engineering and technology workforce in the future.

  • "Only 5% of the U.S. workforce is in engineering and technology. But who’s going to build the data-driven future we want?"
  • "You can't solve problems you don't know about. Get out of your box and identify and experience."
  • "Science fiction can become science fact by engaging kids with a focus on Identity, Exposure and Experience."

Dr. Lisa Freiman from VCU's Institute for Contemporary Art spoke about how imagination and creativity are being replaced by conformity and standardization in public schools. She gave the example of a student science fair where all the exhibits looked the same and all the experiments were reused from the internet.

  • "The North Face Effect: excess conformity and standardization everywhere."
  • "Schools used to be thought of places of imagination and experimentation."
  • Quoting Andre Breton: "Only imagination realizes the possible in me."
  • "I think we are facing a crisis of conformity, an excess of standardization."

Jim Meehan, a bartender, mixologist, and James Beard Award winner, really summarized the nuance of customer service vs. hospitality, and how to lead others to the same understanding.

  • "Service is a monologue and hospitality is a dialog."
  • "You won't learn what people expect or need until you open a dialogue with them."
  • "Manager's job is mixing people."
  • "Mirror and idealize people; pollinate and make them happy."
  • "Condition people to fit into the environment."

Dr. Tanya Pettiford-Wates of The Concilation Project literally and figuratively walked on-stage with a bag of issues.

  • "We all have issues."
  • "Issues are bigger than the individual yet we take those issues personally and get offended. Our issues get in the way."
  • "Recognize and Respect the issues in between us so we can have a relationship and reconciliation."
  • "People in the market are too embarrassed to look upon the truth."
  • "You cannot reconcile until you concile."

Ashley Stanley of Lovin' Spoonfuls shared her journey of how an at-whim question about food waste turned into her way to feed the hungry.

  • "You don't need to be Somebody to do something, you just need an idea."
  • "Food is the most powerful tool toward social justice."
  • "Ask yourself what you would do if you were not afraid."
  • "I surround myself with people that support me. If we are lacking anything in this world, it's hope."

Jesse Vaughan, the award winning film maker, shared how events in his life incited him to step out from ordinary to extraordinary.

  • "Life is a hero's journey and the hero is you."
  • "Have you had your inciting moment when you stepped out of your ordinary life?"
  • "Don't let your life mean nothing. Be a hero. May the force be with you."

Closing the day, Dr. Danny Avula of the Richmond Public Health Department talked about creating community.

  • "Suburban culture treats dependence as a weakness."
  • "We have become the most connected but lonely society."
  • "Front porch communities have become garages and privacy fences. We disconnect from what makes us human."
  • "Dependency creates relationships and community."
  • "Acts of honesty creates real relationships."

Other incredible speaker quotes...

  • "How can you call it a project if it's not in progress?" -Josh Braunstein, Water Collective
  • "Community is not working for, it is working with." -Duron Chavis, Happily Natural Day Festival
  • "Modernism is 100 years old. Time to reawaken." -David Rau, 3North
  • "It's the journey that matters." -Charlotte Potter & Robin Rogers, Chrysler Museum of Art Glass Studio
  • "If you can do what you do best to help others do their best, that is making a living." -Zoe Romano, world record holding runner
  • "I am beautiful because my heart stretches for miles." -Carmen Jones, VCU sophomore

All the speaker bios are here:

Watch the event online here:

Photos from the event are here:

#TEDxRVA tweets (including mine!) are here:

And it has already been announced that VCU will be hosting the next TEDxRVA in November 2014. I will be there!

[the end.]

Hello, My Name is Sam Bryant

The discipline of product management fascinates me and I’m still intrigued about how I landed in my career in Product.  I have a Business Information Technology degree with a focus in Decision Support Systems, a second choice after a trusted academic advisor made me aware that I would not enjoy a career in my major of Industrial & Systems Engineering. I love how people interact with systems to get things done, so I was fine with approaching this from a business perspective instead of technical.

Sam Bryant
Sam Bryant
My first job was in IT working on supply chain systems. It was interesting but not for me. I got an MBA and moved into Brand Management at Philip Morris USA and was one of many who managed Marlboro. I was not a smoker but adored the brand. Got swept up in the myth of the American West and how the Marlboro product embodied it. Freedom. Harmony with nature. Adventure.

While managing the Marlboro brand I worked on a marketing program using a prepaid debit card. This led me to make a jump to Affinion Loyalty Group (now Connexions Loyalty or CXL), who managed loyalty programs, primarily credit card-based points programs for the major financial institutions. I started in a sales support role and was on a team with product solutions managers. One of them was Wes. I had previously never heard of a formal product management discipline and didn’t know what it was.

My role expanded to include B2C marketing communications through a CXL-owned loyalty program. Another internal job hop and then I eventually landed in Product where I feel at home. I am working on a product that’s a hybrid of existing products but positioned for a new market for the company – health and wellness. I love the challenge and learnings that come with being in a startup part of the company.

I love Steve Jobs. Not as a person but as a product purist. I read Walter Issacson’s biography in less than a week and was one of five people who saw the Jobs movie. I love to talk about him and find him exceptionally interesting. A total a$$ but brilliant.

I love all products and aspects of product development, management, and marketing. I am a marketer, and working with the tremendous talent at Philip Morris and their ad agency Leo Burnett made me a good one.  I love technology and how it has transformed the world and continues to everyday.

I am optimistic, though sometimes too much of a cheerleader. Curious, but sometimes don’t have the time to dig as deep as I want. Adventurous, though now my adventure is driving 16 hours in a car with a 21 month old. I am an early majority adopter of new technologies and products that interest me. And I’m a mom. Nothing has transformed the way I look at the world more than creating human life and seeing it through the eyes of my toddler son.

I tend to first see things in black and white. These extremes create boundaries for me to then play in the fun grey space. You have to know the rules in order to break them. I think critically and deeply and have begun a meditation practice to clear my mind and allow room for these thoughts of grey to ruminate.

Wes and I are different in our demeanor, style, and the way we approach the world, but we share one thing in common: passion for product. I hope you’ll share it with us.

Sam Bryant's wordle

[the end.]

Hello, My Name is Wes Royer

According to my colleagues and various random business personality tests, I am both a dreamer and an analyst, both creative and logical. I think this blend of conceptual curiosity and systematic thinking is what fuels my passion for product development. But early in my career, I had no idea what product management was nor expected the path that would lead me here today.
Wes Royer
Wes Royer

I grew up just outside Washington, DC. Knowing one day I wanted to be a small business owner, I attended business school at George Mason University. Being a writer and editor for the student newspaper would feed my desire for research and investigation, with the goal of telling a story. Little did I know then that minoring in linguistics would lead me to experiment with programming languages.

My first job out of college was in communications at the NRA. Being the person in my department that was excited to work with web technologies to publish our press releases and newsletters, I was brought onto a management team working with a vendor to bring the NRA’s website into a modern multimedia format. I was officially hooked on web development.

I jumped deeper into a technology career as a web consultant for the USPS, but my next two jobs at American Type Culture Collection and McCord Travel Solution placed me in the unique role of being both a technologist and the product manager, running ecommerce, biotech, and travel platforms.  I had no idea what it meant to be a product manager, and only later in my career would I realize that many successful product managers took this indirect path to being the business owner of a product line or platform, and that was natural. At this point, I was finding my passion.

After short stints in sales and then on Naval contracts at Northrop Grumman, I ended up at Affinion and Connexions Loyalty. I started in a BSA role supporting clients, but was quickly plucked from the team to focus on product development, a new concept for the company at the time. After reshaping the role and placing several solid resources on the team, I made the switch from IT to Product Marketing, becoming the platform product owner and developing roadmaps and strategy. This is where I met Sam, and where we started sharing our thoughts, ideas, experiences, disciplines, and lessons learned.

Whether I was the senior manager of Loyalty Platform & Product Solutions on the business side or managing the solutions analyst product development team in IT, I had found my home. I was taking products from concepts and visions full cycle into software that was being sold and implemented at the major financial institutions, airlines, and hotel chains.

Now I have taken my skills and experience to GE Healthcare. I have never worked in healthcare before, developing software for hospital management and clinicians to more efficiently and safely manage their capital assets, patients, and staff. But my entire career has been about researching and investigating things that are new to me. My career has been about systematically and logically thinking about what the norm is today and conceptualizing what users and customers wish the norm was tomorrow. And my goal (and Sam’s) is to help other professionals and companies live and breathe in this space with not just a certain comfort level, but with an excitement for the possibility of seeing ideas and dreams become real-world products that customers need and want to use as a normal part of their lives.

Wes Royer's wordle

[the end.]

Leadership & rising about your challenges

You ask, "What makes a good leader?"...

Good Leader

And whether you are the leader or not; regardless if have found a good leader to follow or not ... sometimes you just need to build your own foundation and climb up on it to rise above the challenges of the day.

Rise above it

[the end.]