Gustavo Soares

If you do this, you’re the worst kind of Product Manager. A customer starts explaining a need, and before they finish, you cut them off: “We already have that! Let me show you…” They describe a problem, and you jump straight to: “Here’s how you can fix it…” They share negative feedback, and you rush to defend: “We did plenty of research…” Here’s the problem: When you respond too quickly, you trap yourself in your own interpretation of what they meant. Great Product Managers slow down. They ask: • “Tell me more about when this happens” • “What impact does this have on your workflow?” Because once you understand the context, everything changes: Customers feel heard. They open up to your ideas. They trust your judgment. They see you as a partner, not a vendor. This isn’t just Product Management. It’s basic professional etiquette. Listen first. Probe for clarity. Then respond. Better outcomes follow always. #productmanagement #customerservice

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Every roadmap is full. Most outcomes are flat. I remember me saying this to my team some years ago: “Look at all the features we shipped!” Sounds impressive. But it wasn’t. Shipping isn’t strategy. Here’s what strategic PMs actually do: 1. Set the company priority → e.g., “Improve retention.” 2. Diagnose the current state → find the drivers and the root cause. 3. Define strategic bets → focused responses to that root cause. 4. Expose unmet customer needs → each becomes an opportunity. 5. Design solutions and run experiments → validate and scale what works. That’s strategy. Not the feature list. Not the release notes.

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🚨 Product Management in Europe is broken. Too much process. Too little business impact. Too often, Product Managers are treated like project managers instead of growth leaders. At the Highberg MediaMinds Strategy Forum 2025 I’ll go on stage with a clear message: 👉 It’s time to move Product from the backlog to the boardroom. My keynote: “From Broken to Breakthrough: Rebooting Product Management in Media” I’ll share: ➡️ Why most product teams underdeliver today ➡️ How the US does it differently (and better) ➡️ What it really takes to rebuild Product as a growth engine in media If we want product to matter, we need to stop hiding in the sprint planning room and start speaking in business terms. The future of Product in Europe depends on it. #ProductManagement #Leadership #Media #DigitalTransformation #HighbergStrategieforum Bauer Media Group Highberg

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People often describe the Product Manager as the “GM of the product.” I’m not sure that’s quite right! You’re not the CEO. You don’t have direct authority. Instead, you sit at the center of a complex web of stakeholders: - Engineering - Design - Go-to-market - Customer success - And, most importantly, your customers Your job? Be the hub of clarity. That clarity comes in three phases: 1. Clarity on What to solve: Cut through the noise. Find the highest-leverage pain point or opportunity for the business. 2. Clarity on How to solve it: Push for depth. Explore multiple paths before settling on the best one. 3. Clarity on Execution: Make sure the build team knows exactly what success looks like—and ensure the GTM team can position it effectively. You don’t need to “own” everything. But you do need to make sure everyone is aligned and moving toward the same outcome. At the end of the day, your job is: Do whatever it takes to make the product successful by bringing clarity at every step. But clarity doesn’t come easy. Most PMs don’t lack ideas, they lack signal. Overwhelmed by the fragmented feedback from customers, stakeholders, and competitors, and no systematic way to cut through it. That’s where Enterpret comes in. We help you identify the right problems to solve by analyzing customer feedback at scale. And we help you align on how to solve them by surfacing the insights and opportunities that matter most. So you can spend less time debating what’s real, and more time driving impact.

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𝗔𝗿𝗲 𝗬𝗼𝘂 𝗥𝗲𝗮𝗹𝗹𝘆 𝗕𝘂𝗶𝗹𝗱𝗶𝗻𝗴 𝗦𝗼𝗺𝗲𝘁𝗵𝗶𝗻𝗴 𝗣𝗲𝗼𝗽𝗹𝗲 𝗪𝗮𝗻𝘁? Most product teams fail before they even start, not because they can’t build, but because they ask the wrong questions.  The MOMs Test (by Rob Fitzpatrick) fixes this. It’s not about what users say they want, it’s about uncovering real problems they’d pay to solve.  In this post, we break down: ✅ What the Mom Test really is ✅ 3 types of bad questions most PMs ask ✅ How to ask real, non-leading, insight-generating questions ✅ Plug-and-play examples you can use in your next customer conversation This is a must-read framework for anyone building products users actually want not just products they say they want. 📌 Save this. Share it with your team. And start asking better questions today. Pro Tip: Screenshot the “Bad vs. Good Questions” frame (slide 3) for your next discovery sprint.  

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Here's the product operations tooling canvas we use with customers at Dotwork to map out their tooling ecosystem. The missing link for many companies is in the Org Context and Foundations section. Without context, a lot of the other things run hollow.

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🚨 One of the biggest silent killers of product companies isn’t bad strategy… It’s "process people". A couple of years ago, Marty Cagan of Silicon Valley Product Group wrote a short but powerful piece on the danger of over-relying on processes and why the best product leaders focus on people instead. It’s shocking how such a small detail can quietly derail an entire company without anyone noticing. Very short yet powerful piece that every product leader and founder should read 🔗 https://lnkd.in/eBEA79gp

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