What if the most important feedback about your role as a product leader is the one thing your CEO will never say? In this talk, Noa Ganot reveals the raw, unfiltered truth she’s heard directly from dozens of CEOs - what they really expect from their product leaders but don’t say out loud. From business thinking to true ownership, from strategy to execution—this is your chance to hear the CEO’s perspective that rarely makes it into the room.  

You don’t need another hiring round – you need to manage the people you already picked.
This talk breaks down why most onboarding sucks, why even great PMs drown without real support, and what you can actually do about it.
Based on two decades of building and mentoring product teams, this session delivers blunt truths and practical tools you can start using tomorrow

How Product Managers can find new ways to grow their business by applying its core benefits to different groups of users/audiences/markets.

A practica method for understanding new users, creating the right product for them, and scaling operations to support a larger audience and new business motions.

Takeaways

1.       Communicate the risk and the potential to management: Make sure leadership understands the potential risks (taking resources to explore new biz while investing less in the existing customers) and paint a clear picture of what success could look like.

2.       Tech effort vs real value: When figuring out what to show new users first, nail down what's valuable and not a huge headache to build. Showing users the magic (value) without breaking the bank early on.

3.       How to go to market: Think and plan through how you'll handle a flood of new sign-ups with a free trial – it's a whole different ballgame than those small, hand-held demos we used to do. Get marketing and the back office ready for a much bigger scale.

One of the greatest challenges facing any growing company is how to structure the product team to deliver exceptional products and maximize key performance indicators (KPIs).
Issues such as fragmented customer experiences, low adoption rates, and endless debates over ownership often signal a suboptimal product team structure.
In this presentation, we will introduce a set of guidelines and decision criteria designed to help you build an effective product team structure and make informed organizational decisions.

Most product advice starts too late. It assumes you’re already building — running sprints, prioritizing features, shipping MVPs. But in risk-averse, high-trust industries, the real unlock happens earlier: finding business-market fit.

In this talk, I’ll share how we built a fast-growing product in the legal services space — not by launching quickly, but by moving fast without product. We scaled operations manually with people, scrappy tools, and zero code, all while deeply learning what clients truly valued, and what professionals (Attorneys) needed to get motivated, adopt new ways of working, and see how their time and expertise could be repurposed—not replaced—through a different model of delivering their service.

We nearly invested in multiple “innovative” product ideas that felt right — ideas grounded in strong product instincts from well-known tech companies. But those instincts didn’t map to a legacy industry with deeply ingrained habits and emotional drivers. Only through operational experimentation, business model validation, and trust-building did we earn the clarity and momentum to build something scalable.

 This talk is about:

· How to move fast without product to validate your business and market

· Why product sense alone can mislead you in legacy or high-friction industries

· What to get right in the business-market phase so you're prepared for product-led growth

· How to manage the tricky transition from ops-led success to a scalable, product-first org -> without breaking what worked or losing your team

 Whether you’re building in a traditional market or struggling to scale past early traction, you’ll leave with a new lens for sequencing product strategy, and a practical framework for unlocking growth in the toughest environments.

In this talk, I’ll share one of the most challenging experiences I faced as a Product Manager at Radware: leading the migration from multiple legacy portals to a single Cloud Management Platform. While the project sounded technical on paper, the real challenge was human - overcoming the deep resistance from both customers and internal teams who were emotionally attached to familiar systems.

What makes this story unique is its focus on the emotional side of product change - the invisible forces of habit, internal inertia, and the fear of letting go. I’ll share real, hard-earned lessons from the field on how to navigate product grief, drive real adoption, and shift behavior - not with slogans or messaging, but through smart defaults, stakeholder alignment, and empathy-led strategy.

If you've ever tried to replace an old product or drive change in a resistant environment - I hope this lecture will give you tools you can apply tomorrow morning.

 The technological landscape is changing every day with exponential breakthroughs in AI. The distance between technology and the legacy industries it is trying to improve is growing larger and larger. My talk will tell my personal story of bringing a true AI product to one of the most legacy of industries - the airline industry. I will talk about the challenges such a legacy industry brings, how defining what your product is in the world of AI is challenging, both externally and internally, and how going back to the basics of product management allowed me to transform Fetcherr from a project company into a true AI product company. The main takeaways from my talk are (subject to change of course)
1. Go back to basics - ask the questions of Who? What? and Why?, you may be surprised by the answer
2. When the technology and the industry don't mix - focus on the pain you are solving, that is always universal
3. Don't forget the internal aspect - convincing stakeholders of what the product is may prove more difficult than convincing the customers.

Everyone is talking about AI agents. It's even fairly easy to spin up a toy agent. Building a production-worthy agent-based product or features involves multiple real-world challenges, decisions, and best practices. Drawing on proven deployment checklists and hard-won lessons from teams that have already shipped agents at scale, this talk gives PMs a clear, step-by-step framework they can follow before writing a single line of code.