As a product manager trying to influence without authority, I want to learn how to connect my daily decisions to the company’s financial health so that I can earn trust from executives and create more business impact.

As a product manager trying to make a bigger impact, I want to hear how CEOs define great product leadership so that I can understand what truly matters to executives and use that insight to build trust, alignment, and results.

As a product manager who constantly gets solution-first ideas thrown my way, I want to make sense of when to start with the problem and when it’s okay to start with the solution so that I can figure out what’s actually worth pursuing and keep things moving, no matter where the idea came from.

As a product professional who wants to grow my influence through better storytelling, I want to learn how to use stories to capture attention, create empathy, and drive action so that I can make a bigger impact in my role and my organization.

As a product manager, I want to learn how to manage up so that I can turn awkward leadership moments into opportunities for trust, clarity, and collaboration.

As a product manager under pressure to deliver product-market fit yesterday, I want to understand what PMF actually means in practice, beyond the buzzwords, so I can separate myth from method and focus on proving real value to customers and stakeholders.

As a product manager determined to nail my next interview, I want to understand what interviewers are evaluating beyond just my resume so that I can show them I want the job, that they’ll want to work with me, and that I can actually do the job.

As someone who sees customer experiences slipping, I want to know how to make customer experience a competitive advantage so that I can build trust with customers and strengthen my product’s impact.

As a product manager eager to broaden my perspective, I want to understand the real differences and similarities between hardware and software product management so that I can expand my skills, learn from both worlds, and grow as a stronger product leader.

As a PM who keeps hearing there are big differences between internal and external product management, I want to understand what makes internal product management truly product work, not just project execution so that I can use my internal PM experience as a bootcamp for sharpening my skills, avoid the “ticket taker” trap, and accelerate my career by proving real product impact.

As a product manager searching for a new role in a crowded market, I want to apply the same skills I use to launch successful products, such as research, positioning, and differentiation, to my job search so that I can get hired faster.

As a skeptical product manager tired of hearing thought leaders use vague slogans like “outcomes over outputs,” I want to know how to actually put this idea into practice so that I can drive meaningful results and get noticed for it.

As a PM constantly told “we’re confident this is the right move,” I want to know how to push for proof without slowing things down so that I can protect my team from wasting time on the wrong path.

As a product manager trying to build a better relationship with sales, I want to know how to respond to sales requests without caving, or causing chaos, so that I can build trust and keep deals moving while protecting the roadmap.

As a product manager tired of conflicting advice, I want to know what’s essential to doing real product work versus what’s just stylistic or trendy, so that I can build credibility and consistency in my role.

As a product manager struggling with confidence and comparing myself to others, I want to learn how others experience and navigate imposter syndrome so that I can manage it more effectively, grow from it, and support others on my team facing the same challenges.

As someone navigating the pressures of modern product management, I want to understand why techniques like Agile, OKRs, and product-led growth often backfire, so that I can steer clear of mistakes, stop chasing the latest framework, and focus on what really works.

As a product manager feeling pressure to “fit in” and be well-liked, I want to know whether likability really matters or if it’s just about results, so that I can show up authentically without sacrificing success.

As a product professional struggling to keep stakeholders focused on innovation rather than imitation, I want practical strategies for resisting copycat requests and driving meaningful differentiation so that my product—and my team—can win in crowded markets.

As a product manager figuring out how AI will change my role, I want to explore what history tells us about big shifts in work so that I can understand what AI really means for my job and focus on what actually matters.