Stay Tuned


Shiri Arad Ivtsan || Director of Product Management, WhiteSource
Shiri Arad Ivtsan
Director of Product Management

The Business Side of Our Products: How sales-product relationship improved our offering

Collaboration and relationship with the sales team help our product improve. In order to work effectively with Sales, it's important to understand the differences in our incentives and KPIs. Sales teams need ammo to close the sale, and our part in enabling sales is increasing the team's product knowledge and providing them with competitive analysis, preparing them for the hard questions prospects ask.

In this talk, I will present two highly impactful resources we added to the sales enablement toolbox. We will examine the implementation process and effective utilization of competitive & Win-loss analysis for Product managers:

- Learn how better understanding our losses helps us increase revenue (hint: it's not always the product)

- Learn how to collect valuable information on the competition, and make the information more accessible to internal stakeholders


Limor Segev // Linat Wager  || VP Product // Product, Pecan
Limor Segev // Linat Wager
VP Product // Product

 It takes a village... to achieve true impact

We want to demonstrate how as a product manager you can create true commitment and positive interaction within the entire company that powers real impact. 

We present an e2e process from creating a shared narrative to jointly defining the goals. 

The process enables us to have a broad assembly of ideas from different groups and backgrounds. 

Although this intense collaboration process requires extra effort from the product teams, the fruits are clarity and simplification of the entire decision-making process which powers smooth execution. 

We are extending Marty Cagan's notion of 'product-teams' from Product<>Engineering<>Design to the entire company. 

We have led this kind of process successfully in small startups as well as large enterprises.  

Omer Gartzman || Product Lead, Gong
Omer Gartzman
Product Lead

How to make an impact using your customers' data?

Building products based on customer data requires new skills.
It requires a different approach in discovery, data analysis, mockups, development, and launch.

We will learn together some of those new skills, how to put the focus on the customers' business needs, iterate with your customers using their own data, build your team with the right skillset and how to find the "must-haves" for your next product.

Baruch Deutsch || Veteran Product Manager, Consultant, Mentor, Writer
Baruch Deutsch
Veteran Product Manager

Five questions that get everyone on the same page

It’s great when your product team and stakeholders get the big picture. When everyone agrees who the customer is, what their key needs are, and how your product can (or will) address them better than others. Sounds like the PM promised land, right? The good news is there’s a tried-and-proven process, based on 5 simple questions, that will help you get there. 

Idan Fargeon || Lead Product Manager, Alibaba Israel
Idan Fargeon
Lead Product Manager
Alibaba Israel

About the lecture:

How we impact the lives of Chinese users from Israel 

Alibaba Israel was founded 3 years ago as a research lab, today we are working on products that are used by Chinese consumers on a daily basis. Our story begins by establishing Israel’s product function shifting to think about actual user needs rather than technologies and establishing a vision. It tells about the practice and experience we gained on how to deliver products to a different culture when language is a barrier. Finally, it dives into learning how important it is to get to know your market and customers when you cannot rely on intuition, form collaborations, and build trust. I will share examples that highlight the learnings and adaptations we had to do when working with the Chinese market, and reflect how any PM can adapt these to his/her day-to-day.

Stav Aldaag || VP Product Management, Namogoo
Stav Aldaag
VP Product Management

"High-touch" to "Low-touch"

Your product is excellent, customers love it. Now is the right time to scale! But you can’t. Your product is supported by too many employees: from salespersons to customer success managers, customer service, technical support, business analysts, and more. New customers lead to more recruitment, more training, endless meetings, and cross-function collaborations. There is a way to avoid this, and it requires a balance between "high-touch" and "low-touch" approaches to the product. 


In this talk, I will describe how I moved the company from a high-involvement product to a range of products that require minimum dependency on human interaction. 

Liat Abrahami || Product Team Lead, Outbrain
Liat Abrahami
Product Team Lead
Ori Yitzhaki || VP Product, JFrog
Ori Yitzhaki
VP Product

Lessons learned from a successful product turnaround

Not all products start off successfully, some do most not. It is even harder when there is an intense competitive landscape.
In this session, I will share with you some of my lessons learned from a successful product turnaround.
When you should fight on a product and when you should let go, what are the changes you have to perform in the company and product in order to execute such a turnaround, and how a victory looks like

Ran Erez || Senior Product Manager, Taboola
Ran Erez
Senior Product Manager

Someone already built your MVP

When we launched the first version of our product, we discovered that users were not interested, and churned. We had a long list of hypotheses, and a mission to improve fast. We needed a hack to reach our MVP. In this session I will share the methodology we developed, which combined competitive research and user research and led us to drive 3X growth in our key metrics.


Noa Green || VP, Product, Day Two
Noa Green

Put your Metrics where your mouth is

Do fitness apps track muscle mass gained or BMI pre and post subscription? Does Dualingo know if you've really made it a week in Paris without speaking English?

Most companies' mission statement revolves around value to their customers, users, if they're really ambitious - doing good in the world.

But does that mission translate into measuring product teams and product performance?

As the product managers we need goals and metrics to drive decisions on product functionality - what to build, what NOT to build, how to prioritize - and how to evaluate our work and the impact on our company's mission.

 It's easy to make the KPI tunnel vision mistake. And you can avoid that trap by measuring the farthest reaching metric associated with value to your consumers and customers.

DayTwo develops a digital healthcare solution based on gut microbiome sequencing and health data to personalize nutrition and care for chronic disease.  

 As a company committed to helping people on a way to metabolic disease remission, we tie product performance to ultimately making our users healthier. 

In this lecture I will outline a way to avoid having KPI tunnel vision and instead distill that one clear measure of value and work your way from there.


Itai Barak || Senior Director of Product Management, Salesforce
Itai Barak
Senior Director of Product Management

How do you switch an engine in a car that is driving 100 km/h? 

Two years ago we made a decision in Salesforce to build an entirely new optimization engine for our Field Service solution. It took about 20 years to build the current engine which includes very rich functionality and solves many use cases. It was clear that reaching the same level of functionality will require a substantial investment of time and effort and so we found ourselves in a difficult conundrum - How do we swap a great and well-accepted engine with a new unfamiliar one, in minimum time and still provide added value to our customers?

Vicky Petel || Senior Product Specialist, AppsFlyer
Vicky Petel
Senior Product Specialist

There ain't no such thing as a free l(a)unch

Launching a product is a big deal. From marketing to business aspects, a successful launch is what we all aspire to have. But when did a successful launch become the goal when really, it’s merely a means to an end?
This session is all about what the product org needs to do, pre, during and post launch, in order to have a true impact on the product. Spoiler alert: Launch is not the end of the process. 

Mike Millan // Noa Torok Arlosoroff  || SVP Products // Director of Product Operations , Yotpo
Mike Millan // Noa Torok Arlosoroff
SVP Products // Director of Product Operations

 Product Ops - How to turn your Product org into a well-oiled machine 

Now is the time for Product Ops.

First, tech organizations were introduced to the sales operations function. Then, marketing developed their own operations role. Now, as the Israeli tech scene booms, rapid scaling becomes a necessity, and as Product becomes even more strategic - it’s time to also meet Product Ops. How do you create a smarter product org where your your PM. 

In this talk, we will explain what Product Ops is, which organizations can benefit from it, and how to start going about building such a function in your company.

Roy Leiser // Aluma Kushnir || Head of Analytics and PM // UX Lead , SparkBeyond
Roy Leiser // Aluma Kushnir
Head of Analytics and PM // UX Lead
Yifat Ferber-Harel || VP Product Strategy , 3d Signals
Yifat Ferber-Harel
VP Product Strategy
3d Signals

Mastering design partners or "How production workers helped me build my saas product

We all know how critical it is to engage with your customers and users. In my session we will speak about design partners and how to leverage them for improving your business results. 

At the end of my session if you don't have such partners, you will probably want one, and if you are already paired with one, you may get some new ideas on how to better leverage your relationship