March 29, 2024

Archives for 2013

Earned Authority #1: Continuously Develop Your Skills And Knowledge in the Product Management Domain

In my last post  “All The Responsibility, But No Authority – Get Over It!”, I introduced the importance of Earned Authority and 4 ways to achieving it.   Today, I will address the first one in more detail:  Continuously Develop Your Skills And Knowledge in the Product Management Domain.

I see at least six potential ways that we as Product Managers can develop our PM skillsets.   These are:

  • Get Some Training – I think too many Product Managers have never going through any kind of formal training and while they have done the best they can to learn on the job, they still have gaps in their understanding of the role and skills they can use.   I worked as a Product Manager for about 5 years before I went through my first formal training.  I was pleased to see that I had done many things correctly, but I also learned a number of things that I could do be even better.   Since then, I have been through several other training courses and each time, I remind myself of aspects that I have forgotten and learn something new.  Even today as an instructor, I’m constantly learning from the unique experiences of my students.
  • Read – When I first started in Product Management, there were one or two books on the discipline.  Today, there are numerous books specifically on the topic and many more that touch areas that will help us improve in our roles.  There have been several great discussions on LinkedIn Groups on recommended books for PMs.
  • Network and Participate –  Ten years ago, there were a few events that catered to PMs and PMMs.  Today, are many Product Management organizations and ProductCamps where you can meet others in the discipline and learn new perspectives on the role.  If there is a ProductCamp near you and you haven’t yet going, or you have only going once, shame on you.  You’re only hurting yourself.
  • Attend Free Webinars – several organizations offer free opportunities to listen in on a webinar or on-line radio/twitter session and learn new aspects of the PM and PMM role.  Several that I know well include AIPMM and Global Product Management Talk.    They are FREE and bring the smartest minds in the industry.
  • Get Certified – I hear a lot of debate on whether a certification in Product Management/Product Marketing is necessary or worthwhile.   I’m a strong believer that anyway that you can differentiate yourself and improve your credibility, then it is worth it, and a recognized certification is one way to do that.   Many people have already used certifications to help them get that first PM/PMM role or to advance in their careers.   When you look at certifications, I would recommend a certification that is vendor independent and actually tests your ability to apply your knowledge and skills and not one that simply tests your ability to regurgitate a particular framework.
  • Find a Mentor – Even after going through formal training, you’re going to find a number of situations where you don’t have the answers or experience on how to handle.  This is where a mentor can be a great boost to your career.  They can help you work through difficult situations and help push you to be better as a Product Manager.   Your mentor does not have to be your boss, but needs to be someone with whom you have mutual respect and that you know brings a world of experience to help you.

Bottom-line, the more you invest in improving your skillsets, the better you will perform as a Product Manager or Product Marketer and the greater credibility you’ll have with your colleagues.

 

 

All The Responsibility, But No Authority – Get Over It!

After all of these years, we in the Product Management discipline still hang on our mantra of “All The Responsibility, But No Authority“.   I guess we are beholden to this as it makes a great excuse and it allows us all to commiserate with each other.   Well, GET OVER IT!   You have as much authority as you work to earn.

Two Types of Authority

There are Essentially Two Types of Authority:  Given Authority and Earned Authority

Given Authority is based upon our title or position within an organization.   This allows us to influence our subordinates because we have the ability to hire and fire.

Earned Authority is based upon establishing respect and credibility within an organization by what we do and say on an everyday basis.   This authority also enables us to use influence to achieve results because others in the organization trust us and respect our leadership.

Now I have been in positions where someone had Given Authority, but did not have Earned Authority and I would much rather work with someone that had Earned Authority and no Given Authority.

Product Managers, You Have as Much Authority as You Work to Earn!

The good news is that Product Managers can earn authority and here are some things that you can do to develop Earned Authority:

I’ve teased you a little bit here, but I will address each of these points in future posts.  But in the meantime, quite complaining about no authority and start earning it!

 

Are We Overlooking the Most Significant Skills Gap in Product Management & Product Marketing?

Recently, I have been involved in several discussion around the most important skills for Product Managers and Product Marketers (Please see my blog post from PCA10 and this LinkedIn Group Discussion) and what’s interesting is that the soft skills always stand out as the most important.  I also recently read a McKinsey Quarterly article from April 2010 and if you look at Exhibit 2, it highlights that the most significant gaps that exist for Brand Managers  is in the soft skills (yes, this is also relevant to us PMs & PMMs), and yet, the expectations for the technical/functional skills are well met.

In general, the soft skills that stand out in all discussions include:

  • Influence
  • Conflict resolution
  • Time management (Productivity)
  • Communications
  • Managing strong relationships with internal stakeholders
  • Leadership

But if you look at where we tend to focus most of our efforts in training and development, it tends to be on the more technical/functional skills and not on the soft skills, possibly assuming that the soft skills come naturally or PMs and PMMs can learn to develop these on their own.   Clearly, both technical skills and soft skills are important and we must make sure as PMs and PMMs, we take time to develop those skills, and if we are PM/PMM leaders, we must make sure we spend time developing these skills in our team members.

As someone else once indicated, the soft skills in life are important to all and are the basis for success in almost all roles, but I do think that these are even more critical for those of us in the PM and PMM roles.

 

Warning – What follows is a blatant, self-promotional plug!  

How to Be a Phenomenal Product Manager

As far as I know, the only training course offered that teaches Product Managers and Product Marketers how to improve their soft skills is the How to Be a Phenomenal Product Manager course (that I offer in partnership with 280 Group)  In it, we teach the topics of:

  • Influence
  • Time management
  • Working with sales and engineering
  • Conflict resolution
  • Managing your career
  • Importance of clear role definition

 Learn more about the How to Be a Phenomenal Product Manager Course

PCA 10 Executive Panel – Great Products Need Great People! An Executive Perspective on What It Takes to be a Great PM

On February 16th, at ProductCamp Austin 10 (PCATX, PCA10), I had the great honor of moderating a panel that was made up of three of the top Product Management and Product Marketing executives in the Austin area.  The discussion and interaction amongst the panelist was fantastic and I commend them for making this such a great session.   Below, I have compiled notes that ProductCamp participants have shared with me as well as tweets I collected to document the key discussion points for the panel.  I’m sure I missed some points, but I think we got the main ones.  I hope you find these notes valuable as you think about how to move ahead in your Product Management or Product Marketing career!

 Panel Participants

Michael Helmbrecht

Vice President and General Manager of Video Solutions, LifeSize

@mhelmbrecht

Tom Hale

Chief Product Officer, HomeAway

@tomeghale

Jay Hallberg

VP Marketing and co-founder, Spiceworks

@jay_hallberg

Moderator – Tom Evans

Principal at CompellingPM

@compellingpm

 

Question – How would you define an exceptional product manager or product marketer?   What key characteristics do you look for?

Critical Skills for Product Managers
•             Passion* •             Influence and Lead others
•             Intelligence •             Stick to a vision for a long-time
•             Customer Empathy •             Great writers
•             Technical strength •             Sales strength
•             Synthesis of Data •             Curious and want to learn*
•             Good person •             Self-motivated*

 

  • The Product Team is a team and that means you have to have the right mix of skills, modalities, etc. on the team.  Creating that right mix is more important than a specific set of skills for one PM candidate.
  • Each team needs someone who is the “spirit of the product” person.
  • Different prod mgmt skills required for dealing with remote teams.

Good Interview Questions

  • When interviewing Product Management Candidates, Tom Hale asks, What MicroSoft Office product would you be and why? Word, PP, Excel, Access?  The answer to that provides significant insight to the personality of the candidate.
  • Which products do you love?  Which products do you hate?
  • Tell us about a great product and why it’s great.

Question – How do you recruit great product managers?

  • Look for the parents of great products and hire them.
  • Grow locally or bring in globally your development talent.

Question: Can a product manager and product marketer exist in the same body?

  • It’s rare when you find someone that is excellent at both, but when you find one, don’t let them leave!
  • The Combo of great Product Management and Product Marketing people are too hard to find.  The best option is if you can’t find them, grow them
  • Product manager is more like a movie producer now.  Prod mktg must have speed to deal with today’s communication methods and global customers.
  • A successful product marketer must be creative and an excellent writer.  If you’re not a good writer, you’re just not going to be a great product marketer

Question:  What Are Some Lessons or Experiences You Can Share

  • Michael Helmbrecht – Avoid taking feedback from only customers.  The installed base likes consistency & minor changes only and will be the last folks to talk to about radical ideas.  So watch out for “the tyranny of the installed base.
  • Jay Hallberg – Spice Works has their user community provide feature suggestions and then vote on them.  They don’t have a formal Product Management role.
  • Jay Hallberg – Give introverts avenues to open up and speak.  Maybe chat, small groups etc.  But for Extroverts – should warn people when they’re thinking out loud.  As some ideas may be bad!
  • Tom Hale told hilarious story about product failure in Japan because they chose a product name that had an insulting slang meaning.  So know your market and localization choices
  • Get out of the office and experience a day in the life of a prospective customer.  Jay Hallberg told the story about when they were analyzing opportunities for a start-up (now Spiceworks), they visited the IT managers in 30 small companies in the Austin area and learned a great amount about their challenges, and from that were able to create a company around that.

Question – How important is Agile Experience on your resume?

  • Agile is a process and you can learn a process.  Agile experience is something you can learn you don’t need to have it to do the job. Too much time is being spent on the process these days.
  • Don’t be a progress by the pound guru.  You box yourself in and can be perceived as slowing down the process.
  • Process can be a crutch, we hire talent over process any day!!!

Question – How do you consider a PMs life away from work?

  • Everyone needs a life outside of work.  We don’t really care what those interests are, as long as they have one.
  • Best PMs have to have something else to do, a source for creativity.

Final Thought from Tom Hale (a Haleism)

Based upon his story of someone suggesting that HomeAway needs to place branded dog doo bags in rental homes/units.

  • Don’t put dog doo by my brand name.
  • Don’t compete with free.

 

Please share your thoughts on this topic!

Put a Little Love in Your Product – How Great Products Evoke Emotion

The following is a summary of the Roundtable discussion that I led at ProductCamp Austin 10 on Feb 16th, 2013.

Several authors have recently highlighted the importance of emotion in great products.   Peter Boatwright and Jonathan Cagan explore this in their book “Built to Love: Creating Products That Captivate Customers”.   Marty Cagan addresses this in one chapter of his book “Inspired:  How to Create Products Customers Love”.   And then to take a different look at this,  Anthony Ulwick has written a book title “What Customers Want:  Using Outcome Driven Innovation to Create Breakthrough Products & Services”, where he describes that customers hire products to do a job, which at the surface seems to have nothing to do with evoking emotion.

In this session, we explored if and how emotion played a role in the success of products.  Discussion points for the session included:

  • Is emotion required to be a great product?
  • Does emotion apply to the general market?
  • Can emotion be planned into products or is it a serendipitous outcome?
  • Does emotion apply to business & industrial products?
  • Can we identify emotions to target?

Examples of Products That Evoke Emotion

So to start the session, we looked out products that participants said evoke emotions and we asked why.  These included:

Products Why They Evoke Emotion
 iPhone  It’s “lickable” – it’s unexpectedly good, which creates customer delight.  It’s finely crafted and feels good in the hand.
Disney Amazing customer experience.   They are meticulous about the whole experience and have planned for many potential use cases that need to be addressed, even minute ones that many would overlook. The Disney Imagineers are always looking for ways to improve on the experience (remove the crap).
Configurable Curtain Rods Easy to reconfigure any time furniture is rearranged (which in the participants case was multiple times per year).  It only took several minutes to change them v. having to buy new ones and going through the hassle of removing the old ones and installing the new.
SalesForce Much more useful than spreadsheets, little up-front investment, relatively easy to get started.
Southwest Airlines Great customer experience (especially in relation to other airlines) because the SW employees are happy, seem to enjoy their jobs, no nickel & dime for each extra, transparent about flight delays and other issues.

Characteristics of Products That Evoke Emotion

Key Characteristic Description of Characteristic
Unexpected Delight Other experiences were so bad before and you didn’t realize how good it could be.   Or going beyond what is regularly expected.   One other aspect is avoiding those things that can create negative emotions or hassle.
Honesty/Transparency Regular and honest communications v. leaving us in the dark or creating false stories to hide truth.
Attention to Detail Crafting the experience to ensure it’s memorable by paying attention to detail.  Also, making it personal.
Focus On Core Competencies Not trying to be everything to everyone and paying attention to those things that benefit the business model (which in turn benefit the customer).

How Companies Proactively Evoke Emotion

  • Someone owns the customer experience (empowered and budget)
  • Crafting the Experience & Creating the Story
  • Listening to Customers (showing the vendor cares)
  • Knowing What Not to Do (Clear Mission & Strategy)

Final Thoughts on Evoking Emotion With Your Products

While we did not achieve a comprehensive understanding of the role that emotion plays in great products, I think we definitely arrived at an understanding of the roots of what evokes emotion in products.   We also came to the conclusion that emotion can be evoked in about any kind of product, though the was an area that we would have liked to explore more.

I started out mentioning several books and that Tony Ulwick’s book seemed to not look at evoking emotion.   But from this discussion and from own experience, when a company understands all aspects (or dimensions) of the job their product is being hired for, they will pay attention to the important details that other vendors are ignoring and create a product that delivers unexpected delight, thus evoking emotion.   So I believe the though of hiring a product to do a job and evoking emotion is congruent.

So my final though is, it starts with Product Management 101 – understand the customer needs and expectations and then craft that experience.

 

We are ProductCamp Austin

ProductCamp Austin is achieving a milestone this Saturday, Feb 16th, with the tenth edition of ProductCamp Austin.   What an amazing achievement and it really is due to the engagement and involvement of the Product Management & Product Marketing community in the Austin area.   Congratulations to all involved!!!

I have attended ProductCamp in four different cities, including Austin, and I have to say that ProductCamp Austin is one of the most dynamic communities that I have seen.   Our percentage of attendance from the PM community is outstanding and our percentage of registered attendees that also attend is much higher than other PCamps.   Great sessions combined with great networking make it a great event.   You can here some of my thoughts about ProductCamp Austin in my conversation with Cindy Solomon at ProductCamp Radio.

To celebrate our tenth ProductCamp and to emphasize the importance of the community, the planning committee launched a video campaign called ‘We are ProductCamp Austin”.   You can see the original video and my response below.

 

Is Marketing Narcissism Killing Your Product?

There is a disease that so many companies have and it is killing the success of their products.   Even Product Managers and Product Marketers that have been taught how to avoid the disease, continue to become infected.  That disease is Marketing Narcissism.

Defining Marketing Narcissism

One definition of Narcissism is “an inordinate fascination with oneself; excessive self-love; vanity.”   So Marketing Narcissism occurs when we are overly fascinated with our own company, with the cool features of our products, with how smart we are, etc.  Marketing Narcissism is manifested when we do things such as:

  • Start a customer presentation talking all about how great your company is.
  • Sit around the conference room at your company deciding what you think your customers need, because you are, of course, so much smarter than them.
  • Conduct long laborious demos that show all of the cool features your engineering team dreamed up.
  • Acting as if a prospect is stupid because they did not choose your product (yes, I have actually heard companies talk this way).
  • Create marketing messages that you think are awesome without finding if your target market even cares.

A way that someone else summarized this to me is Marketing Narcissism occurs when we create products that we want to create and communicate marketing messages that we want to communicate without consideration for what the customer needs to be able to do or what they need to hear to encourage a purchase decision.

Curing Marketing Narcissism

To cure ourselves of Marketing Narcissism, we need to learn and apply some Product Management 101 — That is, talk to those in our target markets and understand the challenges they are facing and the problems they want to solve.  It is only then that we can create products that customers want to buy and create market messages that cause them to make the buying decision for our products.  It sounds so amazingly simply, but it often seems so difficult to do.   Even after going through training and learning the right way to do it, it’s much easier to fall back into the trap of Marketing Narcissism and do things the way that we used to.

What are we afraid of?  That customers or prospects are going to tell us we are wrong or that we don’t understand them.  I’d much rather find that out before developing the product then after the product is already in the market.

True Story of Marketing Narcissism

I once joined a company and in the first meeting with the CEO, he explained to me that a certain new product was the top corporate priority.  So when I started asking who are target markets were and what problems we were solving for them, he explained that was Product Management’s job to figure out.  Needless to say, we invested a lot of time into trying to find a major pain that we could solve for our customers, but in the end, we discovered it added complexity to our customer operations and did not deliver enough new value to what they were already doing and the product failed in the market.   Wouldn’t it have been great to have discovered that before we developed the product.

 Lesson for Today!

Customers and prospects don’t care how great you think you are.   They want to know that you actually understand their needs and problems and can help them solve them.

So remember, it’s not about us.

It’s about the Customer!

Rise of the SaaS Product Manager – Part 2

In my last post, The Rise of the SaaS Product Manager,  I challenged Rick Chapman’s assertion on the Death of Traditional Software Product Management.   After posting this to LinkedIn, Rick took the time to respond on the SaaS Marketing University LinkedIn Group.    In this post, I respond to several of Rick’s responses.  You can see Rick’s full response on the LinkedIn Discussion.

Rick Chapman:  Their [PM] fundamental role at software companies is administrative, coordination, and cheer leading.

The role that Rick has described is what my colleagues at 280 Group call being a Product Janitor and I think that this misunderstanding of the PM role has also resulted in poor implementation of the PM role at many companies, which is quite unfortunate.  A Product Janitor spends their time working daily tactical and administrative tasks that have little impact on the success of their product.   In our Optimal Product Management course, we teach Product Managers to invest more time on thinking strategically on how to achieve a bigger impact on the success of their product during all 7 Phases of the product life-cycle.   Product Management is more than soliciting feature requests from customers, prioritizing them and delivering them to development via some form of a requirements document.   The PM role includes market research, competitive analysis, discovering new and unfulfilled market needs from current and future customers and other internal and external stakeholders, developing business cases for major product investments and setting the vision and strategy for the product.  If they also contribute to Product Marketing, the role can also include, developing the market strategy, ensuring the market messages are clear and consistent and supporting marketing, sales and channel partners with useful sales tools.

Rick Chapman:   I believe that PM training companies are mainly irrelevant to SaaS companies (note I said SaaS companies, not on-premise).

If your PM’s are primarily doing administrative and coordination work, no PM training is going to be relevant.  But if your PMs are expected to contribute in the ways that I describe above, then the Optimal Product Management & Product Marketing course is very relevant, even to SaaS companies.   We have SaaS companies, including Plex, participating in our OPM course and the feedback is overwhelmingly fantastic.

But let me address Rick’s specific issues:

  • MRDs & PRDs – these are just documents to present Market Needs and Product Requirements.   In the OPM course, we present that you have to adjust your presentation of Market Needs and Product Requirements to match your development methodology.  For Agile companies, this is via a prioritized (or ordered) backlog of User Stories.   We teach this in both OPM and in Agile Product Management Excellence.
  • PMs acting as customer stand ins during Agile development cycles – Real customer involvement is critical to contribute to User Stories and reviewing development efforts, but as much as we’d like to have customers continuously available during Agile development cycles, customers have their own jobs to do and have limited bandwidth to provide full guidance to the development teams.   Someone internally needs to represent these interests and good Product Managers do this.   At this time, the majority of software companies (both SaaS and on-premise) are implementing agile methodologies and PM’s are effectively contributing in this structure.
  • RoadMaps – if you have no product strategy, and your focus is on the next feature du jour from your customers, then RoadMaps are pointless.   But if you have a clear product strategy (that includes customer involvement), then a RoadMap is still an essential means to communicate that vision and plan resource requirements to accomplish that vision.

Rich Chapman:  I don’t say it is (on TE statement of “But Community Management, while important, cannot be the only driver of your product strategy”). But it will be the most critical driver of your product strategy.

That is correct, Rick didn’t say that your community is the only driver of your product strategy.  But then owns your product strategy if you don’t have product managers?   As I noted in my presentation, in addition to your current customers, there are a number of stakeholders (internal and external) that have needs that must be satisfied and someone has to turn that into a coherent and profitable strategy.   Product Management is the role to do that.

Another issue in the community is resolving conflicting or competing points of view.   The community can clearly weigh-in on those, but at some point, someone in the company needs to make a decision and Product Managers do that.

I also want to add that, from my experience, those most actively engaged in the user community are going to be the day-to-day users of your system and most of their requests will be feature-level driven requests.   These are important, but you also want to make sure you get insight into the perspective of their more senior level managers that actually own the business problems that you solve so that you can be looking beyond the feature du jour, but also solving new market needs.    My experience is that you need to reach out to them to solicit their insight and involve them in more strategic level discussions via something like a Product Advisory Council.

Rick Chapman:  More importantly, as I point out in the book, the integration of analytics and community into your service will make your entire organization accountable for your development and product decisions in ways that are not possible with on-premise software. IOW, you get to measure who’s ultimately smarter, your community or your management team.

I agree with Rick on this point.  The ability to measure every interaction a customer has with your SaaS product will make Product Managers more accountable for their decisions.

The Rise of the SaaS Product Manager – Why Product Management is More Important Than Ever!

In a previous post, I did a short review of the book by Rick Chapman, SaaS Entrepreneur and mentioned that he was completely off target on his discussion around product management (Chapter 1 – The Power of Communities (and the Death of Traditional Software Product Management).   So here is my counter to Rick’s Death of Traditional Software Product Management and why the product management role is critical for the SaaS Company.

  1. To start with, the description of Traditional Software Product Management that Rick describes is erroneous based upon what traditional software companies are actually doing today.  (Rick’s description of software product managers makes it sound like they are all Tom Smykowski (Office Space).)  Sure, there may have been a time when much of traditional software product management was done in the way the Rick describes, but with the maturation of the product management practice, I have seen very few traditional software companies do product management in the way he describes.
  2. Rick states that instead of product management, what SaaS companies need is Community Management.   I agree completely with Rick that Community Management is important and I, as a Product Manager, have been doing community management for a long time in the form User Groups, Product Advisory Councils, etc.   What SaaS allows you to do is to change the community interaction from a small number of times a year to a continuous interaction with the community (note – you don’t have to be a SaaS company to achieve this, but SaaS clearly enables this in a powerful way).  But Community Management, while important, cannot be the only driver of your product strategy.
  3. If you consider all of the potential sources of market needs & requirements that contribute to your product strategy, your current user community is one cog in the product strategy machine.  Your company will receive input from external constituencies, such as:  non-customers, business partners, competitors and industry analysts and from internal constituencies that help sell, deliver and support your product (such as sales, professional services and operations).   These are important inputs that cannot be ignored and someone has to receive these needs, validate and prioritize them, resolve conflicts and then turn these diverse set of inputs into a coherent product strategy.   This goes way beyond community management and is one of the key reasons that product management is critical to the SaaS company.  The question is, who owns your product strategy, and if you don’t have product management to do that, then no one will own it, and you’ll end up with a 9 inch wide Swiss Army knife with 87 tools that is practical for doing nothing.
  4. There is one critique of traditional product management that I have to agree with.   That is in the metrics for evaluating the success of a product (and thus the success of a product manager).  E.g., when a product manager specifies a new capability or feature for a product, in traditional software, you rarely know whether the addition of that capability has any positive impact on your business.   With SaaS products, you can immediately observe the usage of new capabilities and see whether they make a positive contribution to your key business metrics and product managers should be held accountable for these.
  5. Finally, Rick touts a specific example of a company that got rid of all of their product managers and was using only community managers to drive their product direction.   Though Rick doesn’t mention this in the book, what the company now realizes is that they are unable to effectively pursue important strategic initiatives as all of their community requirements are mostly tactical and they have no one to drive their strategic initiatives.  Thus they are building a team of product managers to address this significant gap.

There is a whole lot more I have to say about this and I encourage you to join me on Friday, January 11th, 2013 at 12 noon/9am PT as I present an encore presentation of The Rise of the Saas Product Manager, Why Product Management is More Important than Ever.

Also, I encourage you to peruse my presentation that I did at the SaaS University in October 2012.


Review of “Saas Entrepreneur” (by Rick Chapman)

Rick Chapman has been covering the SaaS market since 2006, well before it became one of the industry’s buzzwords.   He has consolidated his extensive knowledge gained from his work with The Softletter SaaS Report, the SaaS University and other work with SaaS companies to address the unique challenges a SaaS company faces.   This book is chocked full of data and examples from the SaaS Market to provide real world guidance on starting and growing a SaaS company.  Not only does he address important concerns for a new start-up, but he also addresses how a traditional (licensed/on-premise) software company can change its business model to SaaS.  Bottom-line, I high recommend this book for anyone considering developing a product for the SaaS model.  If you’re interested in purchasing the book, you can buy is at http://www.saasentrepreneur.com/.

Having said that, Rick does make some points that I believe are off target and need to be corrected.

The major issue is around his thrashing of the Product Management role.   I’ll address this in more detail in another post, but he completely misconstrues current best practices in product management and ignores some of the most important aspects of the product management role.

I’ll be sharing additional thoughts on the SaaS Entrepeneur book in future posts.