Everyone says that there is no playbook for product management, but yet all the top Silicon Valley companies are doing product in the same way. Why do all top companies work in squads? Why do all of the top PMs spend 80% of their time validating problems? Why do all top companies implement OKRs? Because it works, and it’s how you build trillion-dollar businesses. This presentation will give you insights into how they do it and how you could become an impact driven PM.

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.

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

The customer success (CS) department is holding so many valuable inputs & information which can be a game changer for making an impact, the issue is they simply don't know they do.

 When used correctly, CS inputs (support tickets, product demos, customer calls etc.) are an amazing source to generate user context & insights that will help crafting great products & make an impact.

 In this talk, I want to share with you a variety of methods & processes to leverage CS inputs that we've implemented at monday.com and offer a few simple ways you can get started with implementing them as well.

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?

Although many startups dream of being acquired, making the transition from a relatively small team to part of a colossal organization is not without its own challenges. With so many startups getting dissolved or shut down, how do we, as an acquired group, make a difference within an organization the size of a small country? In this session we’ll discuss how we, product and engineering together, can work together to stay relevant, take advantage of existing capabilities, and discover business opportunities, and how you can do the same!

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.  

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. 

Our digital products are fast becoming a hub of customer experience as sales activities, marketing messages, support, education and training begin to converge inside our applications. While this is arguably a good trend—the ability to self-service help, education and purchasing empowers users—it also presents new challenges for product teams, requiring an entirely new strategy for delivering products. In this session, learn how product teams are evolving from shipping code to driving adoption of products, factoring customer feedback at every stage of product development, and creating “product ops” to organize and rally entire companies around the product. 

 Join Pendo CEO and co-founder Todd Olson for a presentation and discussion around this key theme from his book, “The Product-Led Organization: Drive Growth by Putting Product at the Center of Your Customer Experience.”

Todd Olson is co-founder and CEO of Pendo, which provides software that makes software better. A three-time entrepreneur, Olson teamed up with fellow product leaders and technologists from Red Hat, Cisco and Google to launch Pendo in October 2013. The Raleigh, N.C.-based company has since raised $356 million in venture capital, landed more than 2000 customers and now employs 800 people across seven offices around the globe. In 2021, Pendo landed on the Forbes Cloud 100 and Inc. Best Workplaces lists for the fourth year in a row.

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 customer...is 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.

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. 

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. 

In SparkBeyond, we decided to take our legacy product, which demanded significant involvement of professional services, and turn it into a low-touch product. To do it right, we created a Validation Plan that helped us make sure we were BUILDING THE RIGHT THING in every step of the way.

 In this session we will sprinkle practical magic to help you do it too.

• Building a great product is not enough. Having Product-Market-Fit does not guarantee your growth and success. Understanding the fine relations between Product, Market, Business model, and Acquisition channel is key to building a lasting and solid product strategy.
• In this session, I will discuss how to create a sustainable product growth strategy and how to expand your product down and upmarket. I will cover some key considerations you need to take to ensure growth in your current market and expand your product to new markets, Enterprise to SMB, SMB to B2C, etc.