I’m excited to be named Product Executive in Residence (PXIR) at Carnegie Mellon University. This new PXIR role enables CMU to bring the voice of industry into classrooms and product leadership curricula.

Digital native product managers (DNPMs) are product managers (typically Gen Zers and Millennials) who grew up with the ubiquitous presence and influence of the internet, mobile apps, and other modern technologies.

Over the course of my career, I’ve headed both product management and product development organizations. A strong and functional relationship between these two organizations is a critical success factor for any SaaS company.

How the Realities of Market Maturity, Company Maturity, and Solution Maturity Shape the Development of the PM Function

B2B SaaS Chief Product Officers (CPO) have embraced the “outcome over output” mantra. That is, outcomes are desired results the buyer or company wants to attain. Outputs are actions taken or items delivered that contribute to attaining outcomes.

I came across the term Minimal Viable Demo (MVD) when I read a blog written by my former Purdue graduate school classmate and CTO of Juniper Networks Raj Yavatkar. In his post, Raj offers great insights about being an effective CTO.

Recently, I have been spending time with product teams whose “products” are internal systems. I define an internal system to be software that supports some internal business, administrative, or other process (e.g., internal communications, manufacturing, finance, etc.)

In previous posts, I have discussed the Five Product Movements Models (5PMM), a SaaS product management life cycle model. It consists of an organic, iterative, and mutually informing series of five Movements (Strategy, Planning, Development, Marketing, and Operations).

These days, product teams are obsessed with customer-centric outcomes and outcome-driven product roadmaps. I align with that perspective. I have been spending a great deal of time working with B2B SaaS companies on customer discovery.