Real World Product Management – Episode 13

This is another solo episode where I talk about some updates, ask for feedback (yes, please – send me your feedback!) and walk through Productization Canvas – a little worksheet that should help with productizing an existing solution. Also, some updates on the whole podcast thing and questions for the audience.

As promised – I am making my Productization Canvas available for download. Please enter your name and email so I could send you the link. I promise to only use your email to contact you about this podcast, never to sell it to anyone or send spam.


Transcript (courtesy of Otter.AI)

Please note that the transcription below was generated automatically and may contain misspellings and errors. If you want to help with cleaning the transcript – please get in touch!

Vlad G 0:07
This is real world product management.

Real World product management Episode 13. Yes, the dreaded 13. Anyway, because this is morial day, it’s a holiday in United States. For those of you who are not from United States, we don’t know. So a lot of people are not available. I decided not to pursue any specific people to interview and decided to do the whole thing by myself. So, if that’s that’s your thing, if you like me to go on about things I’m doing and things working on please say if you’re more interested in other people talking on my podcast, feel free to tune out and skip to the next episode. Hopefully it will be available by the time you’re To get to this one, I have a little reminder, a little PowerPoint presentation in front of me. I’m not going to share that, but I will share some of the materials that I’m going to be talking about. It’s, Well, I’ll tell you later what it is. So what are we going to talk about today? What is the topic for today there actually, if you I’d like to cover since this is a special solo episode, I’m going to talk about a little bit about what I’m up to things I’m working on. I’m going to talk about promoting product management to clients about product ization as in how to take things you have already developed to the market. And because I’m working on about six or seven streams currently doing Same thing with different services, taking them to the market, I figured this would be interesting to discuss and most of them This is the kind of thing this is the kind of the approach. I’d love to hear some of the feedback to. So if you’re you agree, let me know if you disagree, definitely let me know. I might be missing something I might be talking about things that you know, I have no idea what I’m talking about. So by all means, let me know this is this is a Costco. This is a, an episode where I am specifically asking for feedback specifically asking to let me know about things I’m doing and your opinion, your audience opinion on things that I’m working on. So let’s move on. Part number one. What am I up to? One of the things that I’m tasked right now the company I work for is promoting product Management competency or product mindset to the customers? What does that really mean? A lot of customers that we work with are I technically I am in a consulting business. So a lot of customers that we work with are not really product mindset oriented. They’re very projects program, budget, way of thinking they operate pride of with projects and programs. Think Okay, we have a several year to three years program that consists of multiple projects. You have a chunk of money allocated for those that three those three years based on how you know how you plan the first year, get your budget, you get your budget for the second year, third year, and at the end of the program at the end of three years. You see how well you did obviously not a good idea, as We in product management think? Well, some of our guests, some of my guests from the breeze episodes will tell you that’s the only way. If you remember the episode with a project manager from NASA, she is straight on point that you can’t really apply product management and I think she makes sense. But in the more sulfur in the social world in the more socially oriented projects, not necessarily fully self oriented, obviously, there are other things, but you definitely need to take into account

Vlad G 4:33
you know, wherever you can do better. By using product management approach or product mindset, then you should one of the one of the problems. One of the challenges is that no one wants to change and the current situation the world with the COVID-19 on them because everybody must change. I was browsing several online resources just today. And I noticed that a lot of people are not really happy with how their company handled the pandemic response. So, you know, people are working from home. That’s not, that’s not where they want to be, or people working from home, but that’s not where their bosses want them to be. So it’s really hard to kind of put a same measure or the same yardstick against all of that, and understand, what does the change really mean? There are software companies where bosses and I’m using BOCES collectively because this could be project managers team leads, could be CTO or CEO. They want they want boots on the ground, they want boots in the office. On the other hand, we all know we can agree that 99.9% of software development can be done from literally anywhere. I think if I’m not mistaken that some of the major Fang level companies have announced that They will be working from home forever, unless you really want to be in the office or unless you want to come to the office, then by all means, use the space but you if you don’t have to be there, don’t be there. And that’s really interesting, really interesting concept, really interesting approach where basically everybody understands that there is no requirement for developers testers to work from home door from office, they can work from home has been done. We’ve been working from home for almost two months now it’s you know, the case has been proven so far. So it would be interesting to see how things will turn out. Another another problem there is that companies because of the whole economy, issues that the company has lost visibility to their revenue. So what this means for those who are smarter than me already know what that means. I just learned about it. Last week, I’m not that smart. What that means is, companies cannot predict whether they’re going to make the money they were planning to make. In other words, we plan to say I’m a software company, I ship software, people subscribe or buy or whatever. And I project I’m gonna make, I don’t know, $10 million in q2, q3, q4, at this point, we don’t know, and they don’t know. And nobody knows whether we can make that $10 million or not. So I can’t really say, Hey, you know, I’m gonna have that $10 million in q3 q4, so I’ll have the money to pay developers I have the money to pay for the office, I’ll have the money to pay for literally everything. So as companies don’t have that visibility to the revenue as they have no idea whether they will make those money or not. They can’t really say, Oh, hey, we’re going to keep this size of the workforce or we’re going to keep these projects running. And that’s where product management kind of comes in. And you say, hey, Product Manager, product mindset allows you greater flexibility. You don’t have to project for the next year, two years, three years. What you can do is you can start the cycle of value delivery, lean agile, however you want to call it, and build value incrementally, in short bursts, rather than plant a hat for a year, two years, three years of a program or, you know, six months 12 months project and, and and not really having flexibility to to do anything. Truly, there’s no other there’s no other way. And in that says, I think my belief is that product mindset product management mindset allows you that greater flexibility, agility and Lean approach, if you know you don’t make the revenue target if you know you don’t have the money to support a large development team, you can support a smaller team. But at the same time, you can still continuously deliver chunks of value just not the value, just not the amount of value you were thinking about initially, but it still allows you greater flexibility, keeps you afloat keeps you in the business keeps you in in a shipping

results, shipping shipping software mode, or creating value mode. So that’s really interesting challenge to talk to people who were operating projects programs mindset and try to convince them that those days are over, at least for the next several years. Those days are over. And, you know, the there’s a better approach. There’s more lean more agile in the true agile, not agile, agile sense awards. And it’s really interesting to see how they react. So we’ll see how that turns out. The next topic that I wanted to talk about is product ization. I’m going to drop, I’m going to drop the canvas that I’m going to be discussing in to show notes. It’s going to be available on my website. It’s a v1. It’s not, it’s not an alpha or beta. I’ve drove with, I think about six themes by now. six different services that I am productizing in our company, and I think it works. I’m not sure if there’s a better way of doing this. If there is a better way to approach this. If there is a more efficient way. Maybe I’m missing something. So by all means, take a look. Have a listen to the next segment and let me know whether that makes sense or not. If you want to email it to me Your feedback if you want to email me, as asked a lot at V grubman.com. Obviously, there’s a forum in the website, obviously, you can contact me through Facebook, by the way, question, I don’t have a Twitter and all the podcasts that I’ve know that I know of, do have a Twitter. So question to the audience. Does it make sense at this day and age to start the Twitter? I’m going to be probably I’m going to have like three and a half followers and other 15 will be bots. So I don’t know. Should I should I not drop me a note? Let me know. I’m really curious if you guys are following Twitter for things like this or you know, the regular things that I where I spread the podcasts are sufficient. So back to product ization canvas. Product ization, is when you have a solution. you’ve developed the solution and you realize that you can reuse it, you can package it, sell it as the Right. So you need to come up with a way to package it to create that packaging around the offering around the service in my particular cases to service. So you need to create that packaging around the service and kind of tell it to yourself, tell, explain to yourself, what is it that makes it a product? Is it a product, this is make sense to develop it as a product, maybe, you know, as good as a service and you don’t need to prioritize it. And you just need to, you know, service is good enough as a service. So I took a product vision canvas that all of you know, if you don’t, well, what are you doing here, go check it out. Product vision Canvas, and I’ve modified it to go specifically to be able to talk about existing services. that have been exposed to clients that we’ve already talked to clients about. We’ve already kind of been there done that. But they’re not back to this product. It’s a bit Nish use use case. But it’s still pretty widely used because I find myself repeating the same, same old dodge saying, Hey, I don’t want to be solution looking for a problem. In many cases, we have a solution to a problem as a single problem without realization that there are other people there are other companies there are other potential customers have the same problem. And we can repackage this solution as a product and sell it to them offer it to them as a product because they have pretty similar use case. So it’s easily that that solution is easily productized. If that’s the word So I approached this product ization canvas. It was a bit of a trial and error initially, it turns out it did work. It turns out it helped us create this unified approach us and the teams I’m working with. As a consulting Product Manager. I don’t know what that means. Honestly, I’m not a part of the team.

I’m just kind of helping teams themselves realize whether their services a product, and if other any people inside the team who can take on at least junior level, product management responsibilities and run to them. We’re not there yet. We’re don’t have any outcomes. If you guys are interested, let me know. I’ll definitely try to report whatever, you know, whatever is not under NDA, I’ll be able to speak to that. Obviously, you know if it’s trade secret, sorry, tough luck. I can’t tell you but as a jeweler, nary approach to product ization. I believe this works, because again, I’ve tested it, but I haven’t tested it, you know, hundred times. That’s why I’m talking about this. That’s why I’m presenting is this with more details than I had initially thought to present it. And then hey, let me know, if you think that will work. If you tried it in your organization. And you say you succeeded, definitely let me know. I’d love to have you as a guest on a podcast to tell me about your success. If you tried and failed, I want you here even more to tell me where would I go wrong? And where can I fix this? Right? Maybe the whole thing is wrong, I don’t know. But again, I’ve tried it. We’ve done it. I think it works. So again, basis for this was product vision catalysts or kind of like half of the business. Lean does canvas. So a lot of things are very familiar. Hopefully, again, the purpose was not to create anything new but to adopt the existing approach. So you don’t have to learn new tricks. You can use existing tricks to help you with this over this journey offered station. So imagine, save several columns, or sell sections of a document here preparing the first section in your document would be target audience. And again, I’ll drop I’ll drop a visual in show notes on my website. Yes, it’s a way for you guys to drive traffic from A to B, the traffic to my website. Yeah, I need those, you know, a couple of people visiting. So first item on the list is target audience. We split the targeted audience into two sections, two distinct columns because we’re talking about Closer to the enterprise services and software, we divide them into customers and users. But it’s really, who will buy and who will use in. In our enterprise world, it really makes sense to divide it as such, because people who buy your software are not the people who are using the software. Realistically, if your CTO is buying you JIRA, he probably probably spent five minutes on it any given year. Why? Because he looks at the reports that project managers or product managers or team leads or department leads or program level leads generate for him, he doesn’t have time to dig into JIRA reports unless it’s a pretty small company. In that case, he’s probably hands on on more than just JIRA. So, who will buy and who will use the reason for that distinction is also to understand How to talk to these people and how to convince people who will buy it, that they also get something out of it every step of the way, we are answering the question, what’s in it for them? What’s in it for the client? Why should a client pay you money for your product? So people who buy who spend money on your product must get some kind of return on that or return on that investment, some kind of a benefit, they have to buy something tangible, that, you know, later on, they can report a Hey, this is what I paid for, and this is what I got. And people who will use it should definitely realize some benefit, because otherwise, why would they? Why would anybody buy it? Right? So if you’re buying JIRA, and that’s a good example. If you’re buying JIRA developers are using it testers are using the project managers are using product teams using it, but they’re not the ones who are paying for it. So that’s that’s the distinction. It will help us later, figure out a couple of others. things. So break down cool by who will use the thought goes that people who buy our budget owners,

people who use our actual engineers, developers, whatever, specifically to the services that I was working with, but obviously, whatever your product is maybe different. And again, this is more applicable to large scale operations, large scale companies, enterprise products and services might be different in the b2c world or might be different in a smaller scale world. I don’t know. Again, let me know. Write me an email. tag me on Facebook. Tell me what you guys think. Second section in this scandalous second big section, is needs. way we approach needs is really simple. We copy paste and that’s it. The exercise I went through with all the teams will copy paste our target audience. And for each entity, I don’t want to say the person or I don’t want to say the role because sometimes entity is HR, right your product serves HR, then head of HR will buy it and regular HR personnel will use it. So what are the issues that what are the needs of each person, head of HR, head of HR once better productivity. People in HR want not to login to 15 different systems and just use one to see everything they need to see as a really simplistic example. So we literally copy pasted the list of entities we’ve identified as a target audience, and we try to list what are their needs, and what are those knees which those knees are covered bar which of those knees are covered by a product. As an example, if we’re talking about HR and if we’re talking about regular HR personnel not wanting to log into multiple systems to understand what specific workers eligible for one of these hours, what is roles responsibilities with us experience, that would be the need, right save time on not logging into 15 different systems and potentially my product or services of the future will alleviate that will provide a single point of reference or single point of entry or, you know, single sign on or dashboard with multiple screens for multiple systems, whatever that is. And that’s how you would approach the needs section. You identify needs that this product is covering, you can’t really list all the needs this person has or this role has. CTO has many needs. head of HR has many needs. One of them is probably vacation. But that’s not what your product does. So you identify the needs that can be closed by a product. And you briefly talk about how that needs, ie how that needs, how a specific need is closed by your future product. Once you’ve done that exercise, once you’ve done with target audience and knees, there come another, the third section of this, that is different, and that’s a full transparency. That’s where we’ve got a lot of, I can’t say, problems or challenges, but it was challenging. That’s where our teams, the teams that I was working with, that’s where they got a little stalled. And we we’ve approached this and again, these are not the people who are very familiar with product mindset, so I had to give them a bit of a break by Round. But these are the people who’ve been building these services for a pretty long time. They know this service, they know what they’re working on. They just don’t know what how to approach this from the product perspective, they have don’t have the experience. And they need to catch up. And again, it’s it’s a pretty niche use case. But I’d still be very interested to hear what you people may think. So I approached it from three different quarters, three different angles, what I was selling, why should they pick us over somebody else? And what makes us unique? So what are we selling? it especially when we talk about service when we talked about service? And we talked about platforms, and we talked about solutions? Everybody was

first time around when I asked question, what are we selling? Oh, well, we’re selling the platform that allows us to do the service that will bring in the consultants and that’s why I stopped them. I said, Listen, you already named three things. You’re selling, you’re selling a platform, you’re selling a service, and then you’re selling consultants, consultants time. So what is it that you’re selling? You’re selling platform? Can we sell a platform separately? Can we sell a consultant separately without the platform? Would there be a value there? Can we sell just the, you know, the playbook, this is what you have to do. And you know, you’d do it. And and that sparked a lot of interesting conversations as to what actually makes the product, the product and each particular case, I believe, it’s very, very challenging to go through this specific share stage with people who know the solution but have no product background. That was that was the experience that had to go through. It’s very interesting. It’s very showing how people think about their product, how people think about their solution, how they think about making these into a product, because they still gonna own that and not this. It’s not it’s not a given that you as a product manager will step And then product manage the product. It could be that you’re there just to kind of get some traction, and then you step back and let them drive the show. So it’s really important to have these conversations about what is it that they’re selling? What is this service solution platform? Can they be sold separately? Can they be sold together? Should they be sold separately? Should they be sold together? Is there a specific value we can provide in each case? And if so, what that value is, and once you’ve identified those pieces, you can start asking questions, why should they? Why should Why should they buy from us? Why should clients buy this product from us and not from competition? And what are the unique advantages of this particular product? That’s where they usually shine that’s a team’s a shine, because they’ve developed it the probably, this this solution was built because all the other solutions were not solving a problem or if no, we’re not solving a problem sufficiently. So the off the shelf product didn’t work, and they had to build something else. And that’s, that’s, that’s kind of the beauty of this thing, right? That’s where you can say hey, so this is what makes us unique. So that should be, you know, front and center. How you how you talk about this. This also how, how this piece also helps to define a couple of other things down the road. And it really, really benefits from defining the needs first, obviously, because you know what the needs are, you know how your product closes those needs. So, you thought about, hey, these are the needs this is our product. This is why we’re so unique because this need is never covered by competition. This knees never covered period people still use I don’t know. pen and paper. So ultimately, you get you end up with the actual definition of a product, what the product is, what is it that we’re selling? Is it a service? Is it a playbook? Is it a consultancy? Is it a platform as a combination? For example, you don’t want to sell a platform separately, you don’t want to sell consultant separately. You only want to sell our platform and consultants times together. Because guess what, we just sell them the platform and just, you know, send them PDF with the instructions, nobody’s going to read it, then I’m never going to learn how to use the product of the platform properly. And it’s going to be a failure and you get a reputation that you plot problem that your platform doesn’t work. It works. It’s just they never they never figured out how to use it. So it’s it’s a good conversation to have to define the that actual product offering. Once you’ve passed that and begin with people who are less experienced With product mindset, it is challenged. Once you pass that, the next challenge is probably even harder. And here’s why the next section is called revenue sources. And it’s completely different from it’s completely different from their items on product vision, canvas or business lean canvas. And the reason why revenue sources are there, the reason why I introduced it, because these people

never really think how they’re going to sell it. And that’s what makes it a product, right? It’s a packaged solution package offering that can be sold multiple times. And these people who built these solutions, these platforms, these services, they focus on build, they never focus on sale. And it’s really, it’s really dangerous place to be in because you get to keep building for the sake of building and hope that you know If you build it, they will come guess what they don’t. And that’s the problem. And you as a product manager, as a newly bred Product Manager, you are the one responsible for sales, and you need to attract people, and you need to tell them how great your product is. And guess what? They will like it, there will be market for it because you already sold this solution. So there’s definitely a market for it. But when they come to you and ask you, so how much does it cost? How am I gonna pay for it? If I buy one? Is it gonna cost me the same as if I bought hundred? And you can say, Oh, you know, I’ll be back. I’ll have to think about it. Oh, let me ask someone else. You have to be ready to ask those questions. Reminds me one of the episodes back in the day when I ran my own business. I wasn’t sure how to name the price. was my first business. I didn’t know I was really I didn’t know what I was doing. And I was really, really struggled to say I was going to cost x or it’s going to cost why and here’s why. Because I never felt justified. So, this exercise revenue sources, how will they buy it? How much they will pay it? Who will be paying for it? And you know, what, what is the? What is the licensing model? What is the sales model for your product? It’s really, really hard for people who are only building but never sell it. And sometimes, they know sometimes they have an idea, sometimes they don’t and that’s where as a more senior as a more senior product managers and more senior person, I have to guide them. I have to ask them questions like, does your product scale easily can I sell one copy of whatever it is you’re selling as easy as 100? What does it cost me as a you know, product company to sell one versus selling 100 if you’re selling, again, let’s use JIRA. Right? Everybody knows you’re, if I’m selling 10 licenses, if I’m selling 1000 licenses, there’s specific costs behind it for the resources, consume them server storage, whatever else. So you can calculate you can project what your cost is going to be. So you can pretty much settle on the price. If you’re selling consultants time, it’s even harder because it’s easier to calculate but it’s harder to project because, you know, one one service Ron and and how the service runs may be completely different because depend depending again, what what are you servicing, right? If it’s one on one service, that’s great if it’s one too many service, like, what’s a good example? If as a consultant, he was If it’s a learning, if it’s a seminar, right, if it’s a class, if you’re doing one on one, obviously, it’s one thing if you’re doing one of one to 10 people, it scales if you don’t want to 100 it doesn’t. So you need to find the balance. And you need to teach that part that finding the balance to each newly bred product team. How would they tell when that threshold occurs? How would they tell when that thing happens? How would they tell when that particular jump occurs when they start offering individual licenses or subscriptions or, you know, one time payments where they start offering volume licenses, or enterprise license where you pay one fixed fee per year for example, when you know, use as much as you can. So that was that that’s a bit of a challenge to go through with With the team that never sold the product, but it’s also an interesting conversation, because you may get an update on what the real value is. And you may they may say, Yeah, well, we think our platform was really great, but it’s really, you know, everybody can build this platform in like couple of days. So it’s not really that hard to rebuild it. So we can’t really tell them that they’re paying for the platform, or we can just tell them, Hey, you know, pick up this

open source code and you can have your platform but we’re gonna teach you how to use it, or some such thing. So it’s really interesting conversation with the brand new product team as to how they think they’re gonna sell it. And the beauty of it is all these for all these four sections of the document. target audience needs, product differentiation and revenue sources will change the more you talk to the customer Then once you start going out and offering this to your potential customers, you’re using classic customers as an upsell, you will start seeing the questions the misunderstanding or not understanding or they not getting it and you need to tell them differently or they not buying you then you need to change your model. you need you need maybe you want to go from proceed license to per use license over time license, or maybe just you know, come up with the enterprise based on something enterprise license based on something so it’s all very flexible, and it’s never a final version. It’s always a work in progress. So you’re going to have to make sure you maintain this document, keep it updated. So once you fill out all four, this is where you start coming up with the product statement. sure there’s a better word for that. I like to call a product statement because it’s your catchphrase. It’s your 22nd elevator pitch elevator is moving faster now, if you remember, what’s the role of work from home, so it’s your 22nd elevator pitch that you should tell your client to make him say I want to know more, really older so it so you need to staff literally you need to stuff a problem statement, solution statement benefits in a couple of sentences that you can clearly articulate in 20 seconds while you’re in the elevator with someone else, obviously, probably it’s probably never happens. But it’s good to have. Because people’s attention span is really, really, really small, is good to have this catchphrase that will help you communicate the product value what kind of problems is solving how and what’s the what’s the value was sent in from the client through a really short burst of information, the short Better. There’s no i didn’t come up with a specific limit. 20 seconds is just you know, pulled out of thin air. But it’s good to have that one catch phrase. Because here’s here’s the kicker, because every product needs a one pager. And in my book, the best one pager consists of two pages. Yes, it’s almost a joke. So it’s a two page one pager catchphrases on the top. This is the, you know, the product name, and this is what it does. page one is a problem statement, an elaborate problem statement, a solution and the outcomes. So it’s really, you know, as is, this is what we have today. This is the future and this is how we’re going to get to it, but how we’re gonna get to it and a future swap. So same sales presentation, as As always, as before, as well, you know, as well, no love. But you really defining a journey. This is what we are today, we’re going to do this. And this is if you bright future that we’re going to arrive at if we only do the right thing. second page of this presentation is really simple. It’s your commercials. It’s your who’s paying for it. Who was the target audience? How are they going to pay for it? What is the sales model? Is it a volume licensing? Is it the first seed? Is it a per year? Is that an enterprise license? Whatever it is, and how how do I get it is that a download SAS? Whatever it is, and how it’s going to be supported? It’s very important to include a support model in broad strokes general terms on this one pager. Because it’s not if the cost of ownership is higher than the cost of the product, then you’re not doing the right commercials. You’re not showing the right thing on all your commercials page. So customers especially again, in the enterprise world, but in in regular commercial world as well, they care about not just the upfront costs, but what is going to cost me to own this thing. Do I need support? Do I need people to come in and tweak couple of things every now and then and am I gonna have Do I have to pay for that. So, support models really important to

show to be present on that second page, because it shows demonstrates that you stand behind the product and again, it goes without saying that some people think that they are by Yeah, I stay behind my product of course, but the problem is, you have to tell it, you have to say it, you have to tell the customer potential customer that you do, they are not going to assume anything and if if the if they were going to assume anything, they probably will. They will, if they will, if they’re gonna assume anything at all. They will assume that, no, there’s no support support is separate and you’re going to nickel and dime them. So having that information, right on the one pager is crucially important, because you’re basically speaking their language, you’re saying, Hey, I’m going to solve your problem. This is how I’m going to do this, what you’re going to get out of this solution, this is how much you’re going to pay. And this is how I’m going to support you as you’re using my solution as you’re using my product. And that’s when the customer feels like you’re taking care of them. So that’s, in short, what the product ization calculus is. for the third time, I think, I’ll put it in the show notes on my website. Feel free to get there, download it, take a look and give me a feedback. I really, really, really want to hear your feedback. I would greatly appreciate it. Last couple of things, I want to keep This episode is short again, this is a long weekend, short days. I wanted to keep this shorter than usual hour and a half. Again, because I’m the only one talking. So a couple of updates. The This podcast is now available on pretty much every platform out there. Apple, iTunes, Google podcasts, Spotify iHeartRadio. Except Pandora, I submitted this. I think on March 1, when I released the first episode and still haven’t heard back from them. It’s been two months and change almost three months. So I don’t really care about that anymore. feedback on quality of the podcast. So if you are willing to provide feedback, please do let me know through the whips website. The grabbing of comm slash podcast or through the email asked a lot of the gramma calm. I want to hear about the things Want to hear about how happy are you with the content? Do you feel like you’re getting something useful out of it? Do you feel you’re not getting something useful out of it? And would you like me to focus more on? If there is any problem with the quality of the podcast, some of the episodes are more really hard to record because of some technical difficulties. We either on my side or on the other party side, sometimes it’s unavoidable, and we just can’t resolve it in the short time that we have to record the episode. So let us know if there are any issues that make those episodes. listenable that you just, you know, turn it off in this guy saying, yeah, it might have been interesting if I could listen to it, but I can’t it just hurts my ears. definitely let me know what hurts your ears. If there’s anything I can do better. I will. One more thing. I started uploading these on YouTube. And this is my first video where you actually see my face. So I’m trying to experiment with different delivery platforms. All the previous episodes will be on YouTube in the form of visualization. So just my face, some kind of a thing on the screen and really cute waveforms with the same audio track you could have listened to. I’ll try to produce video episodes. So it’s basically I’m recording the audio. This is the microphone and recording the video and we’ll see how that works out. If you’re getting bored with my talking head, I’ll figure out a way to get to show you some slides. Maybe some funny videos make, you know funny faces. So this these these podcasts are not only useful in terms of the information and knowledge but also in some way shape or form entertaining and I’ve asked this before early on Episode I

want to reiterate because it’s kind of a interesting question for me. Should I do Twitter? I actually never had a Twitter I had Instagram websites. A couple of other things for my photography hobby, but I’ve never really had Twitter ever. Should I start now? Should I not? These are the announcements of the new episode that produced usually come out on LinkedIn, my website and I created the Facebook page. Yes, I am old fashioned. I got Facebook page out of them. Other than that, I really don’t put it anywhere else. It’s just you know, regular broadcast distribution through regular channels. Let me know if there are any other ways you’d like to get in touch that I’m missing. That would be really great if you could share that. Outside of that I really don’t have anything else. I hope you’ve enjoyed this episode. I hope you’ve enjoyed listening to me alone. If not Just wait for the next episode. We actually in our company, we are producing really great series of events and they’re open to the outside world. They’re called z days.

Vlad G 44:14
I don’t remember length, unfortunately. But you can Google it. Sure, and they are open to outside. It’s not internal company event is the beauty event for everyone. We have a lot of interesting speakers coming in. We have a lot of interesting questions. So hopefully by sometime next week was basically weekend. Next weekend, I would have a ton of new stuff, new information, probably a lot of new people to interview and bring a lot of new stuff to these episodes. So hopefully, this is a you know, this is gonna get better. Really, really hoping you guys can provide me with more feedback than I’ve seen so far.

You’ve been listening to the real world’s product management and I’ve been your host Vlad Grubman. Until next time!