Christine Itwaru: evaluation

Transcript context

…Yeah. Yeah, that's a good one. Yeah, I can count on one hand the companies who have blocked their product managers from speaking to customers and those companies are not product companies. I mean they do not believe in product management. They might say they do, but they don't. So, that's number one. Number two is how are you measuring your outcomes and where are you making this all transparent? Is this happening consistently across the board? So, one probably seeing product teams across so many different places is you might have somebody who's really passionate and really good at doing this stuff for their own vertical and then it doesn't scale. So, how are you doing this at scale so that your stakeholders are building this trust in you and making sure that they get the best out of the product team at any given turn? I say those are the two bullet points that seem to stick the most is that quality time, giving the PM what they need, which is their time to be able to drive the outcomes for the customer. What is it that you think a PM will never offload, if that makes sense? In your perspective, what's like the core of a PM's role versus maybe product ops for now and then maybe potentially other roles that take off some of the stuff on their plate?…

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