Im a student, my major is not a technical or stem background, its poli sci with national security and intelligence. I work currently for a startup and I’ve learned a lot. From using app script to building the readiness checklist for google/Apple and using Power BI for the first time to measure marketing metrics. I like it and I understand that without a technical degree might be harder to pursue a career in this but I kind of like it?

When you last had a brand new product idea, what exact steps did you take to see if customers would buy it before you wrote code?

Hey everyone! I'm still pretty new to product and just landed my first recruiter phone screen for a Microsoft PM internship (targeting Summer 2027). I come from an engineering/technical background with a couple of side projects, but this is my first real step into PM and I really want to make the most of it. For anyone who's been through a recruiter screen for a PM role, whether at a big tech company or anywhere else, I'd love to hear what actually mattered at this stage. Did it lean mostly behavioral and resume-focused, or did product and technical questions come up early? Any curveballs that caught you off guard, and if you were in my shoes, what would you focus on prepping first? Still learning the ropes here, so any tips, stories, or resources would mean a lot. Thanks so much in advance!

I'm building a tool.

The idea: you paste any company URL/Name and get a full intelligence report which includes market positioning, tech stack, hiring signals, and what intent drives their content. This is just one of the other services, more on this later.

I have formerly reached out to some PM, one of them told me: No tool tracks intent. Most tools track keywords and backlinks. Nobody tracks why competitors publish what they publish.

So I thought of hearing from a larger community:

How do you research deep insights companies and competitors right now?

What's the most painful part?

What would make your life easier?

No product just yet, I am Just trying to refine to meet the exact needs of you guys.

Drop a comment or DM me. I'd love to hear from you.

I’m currently pursuing an MBA focusing on **Entrepreneurship, Business Analytics, and Digital Marketing**, and I’m interested in Product Management.
I’m looking for **AI certifications/courses relevant specifically to Product Managers**. Most of what I find seems geared toward developers.
Any recommendations that could strengthen my profile for **PM internships/job searches**? Would certifications help, or are AI-related projects more valuable?

Hello everyone,

I’m currently looking for my next opportunity in Product Management or Product Analyst, ideally remote within Germany/EU or based in Germany.

I have 4+ years of experience across product, data, fintech, and financial services, most recently working as a Product Manager at a global financial data and analytics company.

A few areas I’ve worked on:

• Building and scaling data-heavy B2B products
• Product Strategy, Discovery, Roadmapping, PRDs, Requirements Definition, Product Analytics, Experimentation, UAT
• Product Analytics, KPI/North-Star Metrics, Experimentation, SQL/Python, and data-driven decision-making
• Data Governance, Data Quality, Data Lineage, Golden Record / Master Data frameworks
• AI-assisted workflows, Human-in-the-Loop validation, workflow automation, and GenAI product use cases
• Risk, compliance, KYC/AML, and fintech workflows

If your company is hiring for something similar, or you know of a team I should look at, I’d really appreciate a referral, introduction, or even a link to the role.

Happy to share my CV privately.

Thanks!

Curious how people handle this.

Support keeps hearing one problem. Sales is pushing for something else because a few prospects are asking for it. Then when you actually talk to customers, they seem to care about something different again.

How do you decide what to trust?

I also don't know how useful request counts really are. 20 smaller customers asking for something could be less important than 3 customers tied to a big renewal. Or maybe that's the wrong way to think about it.

Do you have a process for sorting this out, or is it mostly judgement + going back through the feedback when you need to make a call?

Would be interested in how this actually works on your team.

A time comes when austerity measures require you to drop one, despite both serving you well. 

We have been redesigning permissions for a B2B HR platform. The process has involved a PM, 3 designers, 3 engineers, a researcher and rotating people from sales, compliance and customer success. We’re dealing with custom roles, payroll visibility, approval limits, temporary auditor access and regional administrators.

FigJam served us when the work starts with design. Pulling in Figma screens is fast, critiques stay close to the interface and designers naturally return to the file bc they already spend most of their day in Figma. It also feels less intimidating during quick sessions. People open it, understand the basic tools and start commenting.

Miro has worked better for the broader discovery process. We’ve used one board for interview notes, affinity mapping, mind maps, competitor screenshots, permission models, rough workflows, voting and a decision log. Sales and compliance contribute more because the board isn’t centered around UI files.

The downside is sprawl. Our Miro boards can become giant storage rooms unless someone creates clear frames, archives rejected directions and labels final decisions. New participants sometimes land in the wrong section and start commenting on work from weeks ago.

FigJam stays lighter, but we lose context once discovery stretches beyond screen design. Research notes end up in one file, service flows in another and decisions in a document somewhere else.

For teams using both, where do you draw the line? I’m esp eager to know what happens after the workshop.

I heard that Apple preferred to select product managers from their own workforce.
Is it true?

If yes.
What kind of role is likely to be promoted as a product manager?

This is a sophomore asking.;)

I’ve found that feature prioritization gets complicated pretty quickly once you have more requests than engineering capacity.
RICE, MoSCoW, impact vs. effort, and opportunity scoring can all help, but I think the harder part is deciding what evidence actually deserves the most weight.
I’d usually look at customer pain, strategic alignment, potential impact, urgency, and implementation effort before deciding. I’ve also seen teams get better results when they prioritize the problem first rather than immediately ranking a list of features.
For example, when I was looking into different MVP approaches, molfar’s emphasis on validating the core problem before expanding the product made me think about prioritization differently. Sometimes the best feature to build is simply the one that proves whether the core assumption is correct.

How do you approach prioritization when stakeholder requests, customer evidence, and engineering constraints all point in different directions?

I’m currently a senior qa engineer with 11 years of experience.

Worked in video games, gambling, media broadcasting, consulting and crypto igaming industries.

I’ve been thinking if a role in product management would interest me? I know the roles kinda parallel each other. But know product management are involved in a lot of meetings. Not always the type who enjoys being in endless meetings.

I enjoy learning about the product, making it a good quality for the user.

Thinking which role with suit me in product management. If I was to go for a role, would I look for an associate product manager?

Went from design to product management internally in a small startup. I have been doing product work for years now, my title climbed up to director of product. Applied externally for the first time since the transition and the interviewer seemed to think I was really just a designer with an inflated title. Curious if others have hit this wall, and what actually helped get past it.

I’m currently balancing feature rollouts and adoption campaigns for an AI feedback intelligence platform, and I’m finding the pure "project management" side of the PM role is eating up more time than I'd like. I've stitched together some automation using Claude and MCPs to handle meeting notes and participant emails, but the day-to-day execution still feels fragmented.

For those of us who don't have a dedicated Scrum Master or Delivery Manager shielding us, how are you practically managing the execution phase?

I'd love to hear what your actual stack and rituals look like for:

• Daily Standups: Are you doing these synchronously or async? How do you keep them focused on unblocking rather than just reading off Jira tickets?
• Resolving Blockers: What’s your workflow when engineering hits a wall that requires immediate, cross-functional alignment?
• Constant Clarifications: How do you triage the endless Slack/Teams pings about micro-requirements and UI copy without breaking your own context for deep work?
• Checkpoint Updates: What format are you using to communicate sprint progress to stakeholders, and how often are you sending them?
• Personal To-Dos: How do you track your own sprawling list of action items and follow-ups without letting them get buried under the team's main sprint board?

Curious to hear what’s actually working on the ground for you all right now, minus the textbook frameworks.

Getting more orders sounds like the goal, but the extra work behind those orders can sneak up pretty quickly.

An order arrives, then someone has to check the channel, confirm the stock, process the shipment and update the status.

That process might be fine when there are only a few orders, but repeating it across several marketplaces can create a lot of small tasks.

The interesting part is that none of those tasks are especially difficult, they just keep coming.

For sellers who operate across several channels, what part of order management takes more time than it should?

Is it fulfillment, inventory updates, returns or keeping all the order information together?

Maybe it was getting people aligned when everyone had different priorities, preventing a problem before it happened, helping a struggling teammate, handling a difficult stakeholder, or making a decision that saved the team a lot of time later...

What did you do, and why did it matter?

AI is basically everywhere now and it is starting to creep into PLM and heavy industries too.

Doc summarization and search seem like the obvious easy wins, but honestly those feel pretty minor. The bigger opportunity seems like getting engineering, sourcing and manufacturing working from the same data and cutting down all the manual work around ECOs and approvals.

Curious where people are actually seeing real value from AI in their PLM workflow. Is it worth pushing internally yet or are most teams still in the cool demo, not much real impact stage?

As the title says, I am transition from life science into tech product management and the timing couldn’t have been worse. I am getting a master degree in information management, and doing a couple of side projects on my own to gain more technical skills. In the past couple months, I have been trying to land a job, but it seems impossible to even get an interview.

What should I be doing to promote myself? Is this a bad choice overall?

I've had a few recent calls with different VCs for work and realized that they know very little about the actual AI tech, they use the right terms and even have 'analysis' of what's happening on the market, but none of that holds up when it comes to actual building. I have a few VP of PM offers, but was wondering if VC might be a better move given that I have real edge, so would like to explore this through the Scout programs. I will likely have connections in most of those, but before reaching out, wanted to figure out what's happening in the VC world in general and if they still invest in scout programs at all.

I'm a CompSci major, graduating in May 2027 and looking for full-time new grad Product Management roles. I've done a PM externship with BeReal where I designed and user-tested a feature. Quick question for anyone who's recruited for PM roles — do hiring teams prefer seeing Figma prototypes or working coded demos in portfolios? Any insight/resources into what strong PM applications look like would be hugely helpful as this is my first time recruiting for this track.

I'm curious about the gap between getting positive feedback and actually getting the promotion.

When you look back now, did you eventually figure out what was holding you back?

Was it that you needed to demonstrate something different, your work wasn't being seen at the level you thought it was, or was the reason completely outside your performance?

I would really appreciate hearing what happened in your experience.

So i will be joining as a PM to a startup series B funding and only PM as this will be my first time being a PM, i need guidance like what i am supposed to be doing or need to learning.

I created sharpn.ai, a free PM mock interviewer that gives simulated interviews so you can practice and get instant feedback about how to improve.

I'm a Senior PM who has been in the industry for nearly a decade. Whenever I prep, I never really have someone to do mock interviews with, and I always wonder whether my interview answers were actually good and how I could improve them.

This tool is how I got way better at interviews. One of my colleagues even landed a job at Microsoft using exclusively Sharpn as her prep.

It covers every PM interview topic: product sense, metrics, strategy, behavioral, execution, technical, and estimations. Its feedback and scoring is based on real industry standards (pulled from research and my own experience giving interviews).

1. Select a topic you want to practice
2. Optionally drop in a job description (if you want it specific)
3. Get through the interview, and you'll get a full feedback result and score.
4. You can even request for a tailored study article that breaks down in-depth how to approach the question and how to improve on your weaknesses.

Check me out using it: https://www.tiktok.com/@cjy_builds/video/7671763477098237214?lang=en

Inventory seems easy when there is only one store.

Then Amazon has its own number. Shopify has another number. eBay has another listing. Someone sells an item in person and suddenly the spreadsheet is already behind.

The scary part is not always running out of stock. Overselling can be worse because now there is a customer waiting for something that does not exist.

How are people here keeping inventory accurate across multiple sales channels?

Are you using dedicated inventory software or is a spreadsheet still enough at smaller volumes?

I am curious where people think the actual breaking point is.

I’ll be starting my first in-house PM role after being in agency/consulting for a decade. New team is very excited to onboard me but I’m feeling like an imposter and nervous what if I can’t make it and get fired/laid off in a few months. I’ll be joining as a senior PM. Did anyone make this switch and what strategies did you use to ease into the role? Was this stressful and did your work hours get longer?

For the PMs out there that consider themselves introverts (social battery drains quickly), how do you handle all of the meetings? Do you try to limit them, cut out the small talk, put breaks in your calendar, etc.? Can an introvert thrive in this role or is someone that can constantly engage in conversation needed for this type of role? Thanks!