Speakers

Beáta Kovács

Beáta Kovács
Head of Product & Product Coach AT ProductHuddle

Empowerment in action: moving from ‘culture-clash’ to modern product management culture

“Self-contained, cross-functional product team looking for vacancy at well-funded, self-aware software company, who’s ready for proper product practices and global success” - as a product leader, I’ve actually been offered this job - and learned quickly that fairytales still don’t exist.

Successful products - and the organisations that build them - need more than just autonomy, mission statements and funding. They need functioning product cultures that reach further than the product team.

Product cultures are hard to develop and maintain, and it takes time to get your organisation onboard. But it always starts with some simple, actionable steps which every team can take, starting tomorrow.

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I’m a product coach and practitioner, living in London. I’ve spent the last decade working in digital product management and product leadership roles, and found my true passion in coaching product people and teams. I've worked in various industries (MarTech, Healthcare, Not For Profit) on B2B and B2C propositions, past companies include GlaxoSmithKline, The Access Group, Emarsys (now part of SAP) and Patsnap. I'm also the co-founder of the Emarsys Product Academy, and have trained more than 200+ product managers in workshops and on the job.
Aparna Chugh

Aparna Chugh
Lead Product Manager AT Freshworks

Aparna Chugh&Dhivya Sriram's talk

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I am a senior product manager, building the next-gen customer support software with Freshworks. I've been building products for a decade across both B2B and B2C. My first start-up, Serene Woods, was a self-publishing platform for up-and-coming authors. I now co-create a comic series on product management called Shipping Tomorrow. I currently live in Chennai, India, and spend my time reading, writing or hanging with my dog.
Dhivya Sriram

Dhivya Sriram
Senior Product Manager AT Observe.AI

Aparna Chugh&Dhivya Sriram's talk

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I’ve been building products in the B2B SaaS space for 4.5 years now but I’m a B2C product person at heart!I have conceptualized, built and launched a collaboration product from scratch (why should Slack have all the fun?) and have also developed products for ITSM. I’m currently working in the contact center AI space - leveraging AI to improve the productivity and performance of call center agents. I can talk for hours about UX and product copy! I also co-create a comics series on product management called Shipping Tomorrow.
Sharon Lo

Sharon Lo
Senior Product Manager, Ethics & AI AT Microsoft

Sharon Lo's talk

Hilary Roberts

Hilary Roberts
Chief Product Officer, Mentor, Advisor AT (previously) Wagestream (currently Series B), bloomon (acquired by Bloom & Wild), and Skyscanner (acquired by CTrip)

Pressing questions in Product Management: what other PMs and product leaders are asking right now, and what they're doing about it.

How can I get product a seat at the decision-making table? How do I benchmark the quality of my product team? How do I chart my own path from PM to senior PM? Based on my conversations with PMs and product leaders from start-ups and scale-ups across diverse sectors and both B2B and B2C, this talk explores some of the pressing questions in product today. Find camaraderie in how their challenges overlap with yours. Find inspiration in their persistence to have an impact. And learn from their experiences with specific, practical takeaways.

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2 x former CPO and ex-Director of Product. I’ve scaled global products, led through a turnaround culminating in a successful acquisition, and have repeatedly used product to access new buyers and markets, improve monetisation, and deliver growth for start-ups and scale-ups. Originally from Alaska and with stints in Washington, D.C. and Amsterdam, I currently live in Edinburgh and split my free time between the sea, the hills, and books.
Sharon Anne Kean

Sharon Anne Kean
Senior Product Director - International Expansion AT Wise

Why customer obsession is the key to success

Building products shouldn’t be just to maximise profits. That can happen, but it should always be the output of focusing on customer outcomes. Customer focus has helped us grow to over 10 million businesses and people using Wise. We’ll talk about how to deeply understand your customers, drive customer advocacy and identify the most impactful product opportunities for your customers.

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Sharon is a Senior Product Director leading International Expansions at Wise. Whether you’re sending money to another country, spending money abroad, or making and receiving international business payments, Wise is on a mission to make your life easier and save you money. Wise processes £5bn in cross-border payments every month on behalf of its 10 million customers, saving themselves £1bn a year in bank fees. Before Wise, Sharon spent two years in Hong Kong, working across the APAC region as Product Director for Asia at SEEK. Prior to that she was immersed in the London start-up scene, as part of the leadership team of the flower-delivery business called Bloom & Wild.
David Pereira

David Pereira
Head of Product Management AT Virtual Identity AG

Agile Manifesto is outdated! We urgently need a Product Manifesto!

Agile Manifesto is outdated! We urgently need a Product Manifesto! The challenges we face nowadays are completely different than the ones faced when the Agile Manifesto was written. Mainly, the manifesto focuses on the output while not mentioning the outcome. Therefore, blindly following it will not ensure you deliver value to the users and businesses. The Agile Manifesto has done its job well, but now we need something more to combat our challenges. Today, many companies can easily build working software, but they often fail to deliver value. My philosophy is: - Building features cannot ensure value. - Being Agile is not enough to deliver value. - Until teams can focus on producing value, useless software is the outcome. I believe it’s time to create a Product Manifesto! We cannot keep building features that nobody needs. We need to stop wasting our time. An urgent change of focus is what we need.

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I am a passionate Product Leader with ten years of product management experience. Over the last years, I led many product teams in successful endeavors. Some highlights of my journey are: • Reinventing the route planning for thousands of people over Brazil. I led this project from concept to go-live. It resulted in 4M USD cost saving with a 200K USD investment. • Innovate the secondhand car market in Brazil. We created a business of 200M USD per year. I was responsible for three Product Teams. I led them in discovering solutions that innovated this market. • Exponential marketplace growth: from a 500K € to 45M € revenue per year. My role was to find alternatives on how to scale the business, I was the Product Owner of it. Curiosity drives me daily. My biggest fear is the comfort zone. Curiosity spurs action; knowledge kills it. My motto is, the faster we learn, the faster we succeed.
Rich Mironov

Rich Mironov
CEO AT Rich Mironov Consulting

Managing Misaligned Stakeholders

Prioritization is hard, and we HOPE that a clear corporate strategy plus well-considered OKRs will get our internal stakeholders to agree on what’s most important: unambiguous #1 and #2 and #3 priorities. That our spreadsheets and analysis will sell everyone on our plan. But that rarely happens: Sales wants us to put 100% of our development effort against shiny new features (except when every big deal includes a commitment for some tiny off-off item); Support/Customer Success want 100% against bug fixes and workflow improvements and productivity tools; Engineering lobbies for better architecture and scalability and more refactoring; Marketing wants us to document more use cases in more industries so that we can widen the funnel. We may wait for each department to “see the light” and give up its specific asks in favor of the greater good, but that can be a very long wait. How do we understand this behavior, appreciate their effort (rather than just being frustrated), and find strategic tools that let us build out a single plan for our products and teams? How to some progress on our notional roadmap amid the chaos?

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Rich Mironov is a 40-year veteran of Silicon Valley product management, including six startups. He is a smokejumper product executive – parachuting into software companies to run product teams on an interim basis – when he's not coaching product leaders or helping design product organizations. Since 2001, he has consulted with 170+ tech companies, founded Product Camp, has been blogging about software product management since 2002 and his "Art of Product Management" was one of the first books on the subject.