The Consumer Matters is the blog of Leslie Grandy, aka Gearhead Gal.  My passion is creating and delivering compelling products that delight customers through simple and elegant user experience design.

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Optimizing Your App for Profitability

From page load times to crash rates and network calls, there are a multitude of factors that can positively and negatively impact your app's profitability. According to the Akamai Technologies report "Performance Matters: 9 Key Consumer Insights", nearly one in five consumers expect mobile pages to load instantly; 30 percent expect a page to load in one second or less; and 49 percent expect loading to occur in two seconds or less. But page load times are only part of the story; there are 5 keys to optimization for profitability: App performance monitoring, analytics, design, ASO/SEO, customer data. Using specific examples from the work of Best Buy's own native app development team, the session will cover what developers should be focusing on to ensure maximum revenue per visitor. [MOBILE+WEB DevCon]




Fireside Chat with Walt Mossberg

We were delighted when Walt Mossberg, former Executive Editor at The Verge, Co-Founder and Editor at Large of Recode stopped by the Best Buy Seatlle Technology Development Center for a fireside chat. We covered a lot of ground in the 90 minutes we had with Walt. It's a great survey of his career in tech, the people he met, and the products he's most excited about. 


Open Mobile Summit 2017 - Is Channel Conflict a Thing?

Breaking down silos is critical for mobile success. Those silos extend way beyond databases to include the organization, channels and technology. In traditional businesses, channel conflict was an important concern. In the B2C world, digital access has flattened the organization—at least in the minds of consumers. They expect to buy whenever and however they want to, as well as to switch seamlessly between all digital channels and physical stores, according to Leslie Grandy, senior director of technology development for Best Buy. Therefore, companies can't afford to silo their operations.

Why I Am All In With Best Buy (And You Should Be, Too.)

As the most senior leader at Best Buy’s Seattle Technology Development Center, I - and my team - have interviewed and hired more than 60 full time employees and contract workers over the past 12 months.

As someone who is proud to have previously worked at Apple during the Steve Jobs era, led the launch of the first Android phone with Andy Rubin’s Google team at T-Mobile, and delivered digital innovations to fans of Discovery Networks, I am frequently asked in interviews why I would choose to work at Best Buy, a 50 year old brick and mortar retailer many analysts predicted would be dead by now.

During more than a few interviews with candidates I have heard, “I’ve seen your profile on LinkedIn. Why are you here?” All of the talented folks we have hired in the last two years have asked themselves at some point, “Why would I want to work at Best Buy?”

It‘s easy for me to answer, and if you are approached to consider an opportunity with us, I ask you to consider the following:

1)   Brick and mortar stores are definitely not dead. In fact, Warby Parker has now opened more than 20 locations in the US and Canada. Amazon has opened three stores and announced five more locations. Blue Nile has opened its first five mall stores. That is because the physical world gives us a chance to touch, hear, see and experience a product, as well as talk to an expert. When you seamlessly marry the physical world with the capabilities of a consumer smartphone, magic happens. And pure play e-tailers now understand this, too. At Best Buy, our stores play a large role in our e-commerce growth as about half of our online orders are either picked up by a customer in a store or shipped directly from a store to a customer’s home or office.

2)   Best Buy’s renewal is a turnaround success story. The stock market had been rewarding the decisions made by our CEO, Hubert Joly, before I started back in 2015. Shortly after Hubert was hired in fall of 2012, the stock price was less than $12. By December 2016, the stock reached $49. The company has consistently beat Wall Street expectations for profit, has gained market share and our customer experience scores have improved. The results of the turnaround have been consistent, credible and foundational to fuel our growth opportunities in the coming years.

3)   Change is part of Best Buy’s DNA. Change in technology is certain - competitors, vendors and innovators can disrupt the status quo at any time. A core Best Buy value, “learn from challenge and change”, has proven foundational to its successful turnaround because it empowers everyone in the company to allocate their time, attention and creative capital to the transformation agenda.

4)   The agent of change is digital. Best Buy opened the Seattle Technology Development Center to hire thought leaders who can lead the digital transformation of the omnichannel experience for the world’s largest consumer electronics retailer, and amplify work already underway in the development center at corporate headquarters in Minneapolis.  Since that time the company has seen great growth. After seeing online sales in Q3 increase by 24 percent, Barclays analyst Matt McClintock told CNBC: "That's one of the best e-commerce growth rates for the entire retail industry. That actually says that Best Buy is relevant online, that Amazon potentially isn't as big of a threat as people think for Best Buy as maybe it is for a Target or a Wal-Mart."

5)   Our passion is technology. As the leading consumer electronics retailer, Best Buy has the imperative to deliver revolutionary customer experiences for fans of consumer electronics; so, who is more capable of ensuring that customers are able to effortlessly enjoy the technology that powers their everyday lives than those of us who love our gadgets, the Internet of Things and mobile?

The team that Best Buy now has driving the business forward at the Seattle Technology Development Center raises my game every day. There was no way that I could have known that would be true when I started, given the number of them I had yet to meet back then. But if asked today why I would choose Best Buy, the team of dedicated and creative technology professionals (and CE fans) we have assembled would definitely be at the top of my list. See for yourself:

Best Buy's Seattle Tech Center from Yellow Tag Productions on Vimeo.



A Listicle for Product Managers Who Love Game Of Thrones

Listicles are all over the web. Publishers have discovered they work with audiences, despite old media efforts to dismiss them as a lazy person's tool to communicate.  And, I have to admit, I enjoy the creativity they engender.  Listicles that work best are ones that find an unusual theme or angle to curate the main points the author (and curator) wishes to make.  

Which brings me to this recent listicle, "5 Things a Product Manager Can Learn from Game of Thrones" that help product managers who are fans of the show learn a thing or two about how to perform better and be most successful. 

"Each of the main characters in HBO’s adaptation of G.R.R. Martin’s fantasy epic Game of Thrones have their own motivations and methods that forward their goals, for good, evil, or something in between. And a careful examination of those characters reveals some common risks that Product Managers (and other roles) face in the business world on a daily basis. Here are five examples of things that any clever Product Manager can learn from watching Game of more"



What Do Mobile Consumers Want? Not Voice Services

According to a recent report from mobile analyst, Chetan Sharma, the biggest percentage growth in mobile consumer usage in Q4 2014 came from OTT services and wearables.
Sharma produces some great insight notes and analysis, and for anyone who wants to understand the future of mobile, a stop on his site will be well worth your while 

What Does It Take to Build Products That Matter?

I recently had the opportunity to guest lecture to a class of 200 undergrads at the University of Michigan Center for Entrepreneurship on the topic of Customer Development. Here's a 30 minute look at why I think customer development is as important as product development to launching a successful business. 

And for some more great videos from other guest speakers in the University of Michigan College of Engineering Entrepreneurship Hour click here.


How Spiegel is Making Social Commerce Work

I highly recommend listening to this podcast over on Retail Online Integration, publishers of the ROI Report. Richard Lowe, international creative director for Spiegel (yes, those iconic catalog folks are still around!) speaks to the challenges and benefits of selling on social platforms.

Listen here. 


The Next Stage of Social Commerce  

Written by PHILIP ELLIS on 28 November, 2014 at 11:11 via

Following fruitful trials on Shopify and BigCommerce, Seattle-based company Zantler has rolled out its social commerce platform to retailers on Amazon Webstore this week, ahead of the busiest shopping month of the year.

Zantler’s Shoppost enables merchants to post shoppable content to a variety of online channels, including Facebook, Twitter, Pinterest, and blogs.

Merchants will now have the capability to import product information, including colour and size options, directly from Amazon Webstore to social media. There is also video functionality – something that Amazon Webstore currently doesn’t support on-site. Each post mirrors an online storefront, and comes complete with a buy button which transports customers directly to a branded shopping cart, essentially providing a seamless social shopping experience. 

Read more....

{Disclosure: I am a member of the Board of Directors of Zantler, a Seattle, WA based company.}


Mobile Is Eating The World & Other Insights 

The folks over at, aka Andreessen Horowitz, have recently posted some interesting content on the state of mobile that bears sharing. 





Three Things Traditional Retailers Still Need to Nail

At the Summit in Seattle this week, retailers focused on the issues that they face as they continue to defend against threats to their growth from online-only etailers and the changing environment and behaviors of their digital consumer.  One keynote, which included CEOs from Birchbox, Houzz and Zulily, highlighted the success these online retail disruptors have had as they attack the traditional brick and mortar business model.

Walking around the show floor, and listening to these disruptors, certain themes emerge, reflecting the ongoing struggle traditional retailers have as they try to keep up with the digital age. While it is clear some are thinking about building leading technology products, others continue to treat digital as an IT function that follows the general course of business.

1. Mobile - With the amazing amount of time consumers are spending on mobile devices, it's clear that retailers are still trying to figure out how to best leverage the millions of devices that customers own. From mobile payments to omni-channel campaigns to apps, the strategies for capturing mindshare and purchases from a consumer's phone are emerging. For some attending, monumental changes will be required to adopt the technologies that connect phones to the shopping and checkout process in-store.

2. Social - While the Expo floor had a number of vendors that claim to socially enable ecommerce, most of them focused around analytics and personalization, as opposed to purchasing from social platforms. The notion of social selling was practically non-existent in keynotes and in the exhibit hall. The introduction of Twiiter's and Facebook's Buy buttons seemed to be barely a whisper in the crowd, while "omni-channel" selling was all the rage.

3. Analytics -  While most retailers would tell you they live and breathe their analytics, and are highly advanced in their capacity to analyze customer data, the one thing that is clear is that the knowledge is still not being applied to enhance consumers' online and mobile shopping experiences to the degree it is with native digital retailers. Zulily's CEO stated that every day they publish a new site, and each visitor sees a home page that's customized for them.  I am pretty certain that I have never gotten a customized home page when visiting or, despite the fact I shop there often. 


UPDATE: Three Reasons Why Twitter's Buy Button May Not Fly With Retailers and Consumers 

Twitter's recently announced launch into the online commerce space has gotten a lot of buzz, as practically any move Twitter makes these days does. The ability to buy directly from a tweet seems to be the natural extension of Twitter's card capability, and a clear response to the pressure to monetize social conversations.  However, on closer inspection, the Twitter experience may not ultimately create fans among retailers and their customers.  Why? Just look at the answers to these three questions:

1. Who owns the customer?  The customer will purchase an item from a retailer, but give their credit card to Twitter. That likely means a customer can't use the retailers own credit card, that often earns them loyalty points. Twitter's action to capture the customer data will fall under the Twitter Terms of Service, not the merchant's. Be careful to watch for updates to the privacy policy and Terms of Service agreements once credit cards are used. Will Twitter be permitted to provide my Macy's purchase history to Nordstrom's?

2. Who services the customer? Everyone knows that buying online inevitably leads to a return or exchange. In fact, sometimes when my friends purchase shoes they buy two sizes to ensure they get the one that fits properly. Will Twitter process the returns and credit? Occasionally, a merchant mixes up my order and sends me the wrong goods, or bills me for something I didn't receive. If I buy from Twitter, who will I call to make things right? The merchant? Twitter? My credit card company?  The lack of transparency around how Twitter plans to handle problems with fulfillment and returns could create hurdles to purchase for consumers, especially in the wake of credit card theft with more trusted merchants like Target and Home Depot.

3. Who bills the credit card? Recently, Squarespace, the platform behind this site, switched to billing through Stripe, the processor now working with Twitter. One day my Amex bill showed a monthly charge under the name "Stripe", prompting me to call Amex about the potential fraud for a charge I didn't recognize, only to discover it was placed on behalf of Squarespace.  As far as the credit card company is concerned, Stripe was the merchant who billed. As a customer, though, I thought I purchased from Squarespace. If I  have a dispute as a consumer, it is always telling who my credit card company communicates with on my behalf. Will the merchant brand, Twitter, or Stripe protect my credit interests best? 

Online shopping depends on a trusted relationship between the consumer and the merchant.  However, with the introduction of the Twitter Buy button, there are now a number of platforms involved in disintermediating that relationship when purchasing through Twitter. Consequently, it is hard to imagine that this trusted relationship will remain unaffected by the social giant participating in - and actually managing - these transactions on behalf of well-loved retail brands.

September 22, 2014 UPDATE:

Having just received a Burberry tweet with a BuyNow button embedded in it, I was able to test the end to end process and easily access a link to Twitter's new Commerce Terms. 

A few interesting things to notice about their approach to the above questions...

1. Who Owns the Customer? Twitter indicates that the transfer of title and liability for the product arriving in good condition rests with the merchant. "The transfer of title and risk of loss for any Product you purchase using Buy Now is solely between you and the Merchant. Twitter is not responsible or liable for any Product loss, destruction or other damage, whether during delivery or otherwise."  This indicates the Merchant remains the owner of the customer, and although Twitter is also storing all valid customer data they are not providing any consumer service for the benefit except facilitating repeat purchases.

2. Who Services the Customer? The language around Twitter's role in a consumer dispute related to a transaction that happens on Twitter is quite clear - Twitter is not involved. Go to the merchant, and please don't contact us if your order doesn't go through as you might have expected.

a. Customer Service. You agree that you will direct all customer service inquiries, complaints, problems and other issues, including disputes, to the Merchant who sold the Product you purchased.

b. Merchant Disputes. Twitter does not handle disputes on behalf of the Merchant. If you report any customer service issues relating to a purchase made through Buy Now Features to Twitter, we may forward that communication to the appropriate Merchant.

One way to avoid handling customer disputes is to indicate that a product bought through this method are not eligible for return (let alone a free return.) So read the return policy carefully.

3. Who Bills the Credit Card? It matters who bills your credit card, especially when unauthorized charges might appear on your statement. So it is important to note Twitter's position on this as I stated above. Once again, Twitter indicates they are not to be held accountable for unauthorized charges, despite the fact they are storing your credit data.

a. Unauthorized Charges. You agree that the applicable Merchant, not Twitter, will be solely responsible for resolving any unauthorized transaction claims or any other transaction disputes, and you will need to contact such Merchant directly to resolve any transaction claims or concerns.
b. Notification of Unauthorized Charge. You agree to notify Twitter immediately (for Twitter’s informational purposes only) if you believe an unauthorized transaction has occurred under your Twitter account using the Buy Now Features.


The thing to understand as a consumer is that Twitter's Commerce Terms are crafted solely to position their platform as a service with virtually no accountability for its role in handling the purchase transaction. "Twitter only provides the platform for facilitating the transaction and user services" and "assumes no responsibility or liability for the Product Listing, Products, order fulfillment (including shipping and returns), the actions or inaction of Merchants, or any dispute or communications you have with the Merchant."

Buyer beware.




Three Informative Reports on Digital Content Trends

I get a lot of interesting white papers, blog posts, and ebooks merchandised to me from all of the sites and lists and groups I subscribe to across the web, as I am sure you do, too. Who has time to read them all? Well, fortunately for you, I have had a little more time on my hands this past week to read, since I am in the process of moving and have lost my my cable subscription. So as a public service, I have curated links to three of the most interesting ones I uncovered.

1. Newstex's blog often has a few pearls and insights whch I find brief and helpful, like this one they recently posted about the 2014 Reuters Institute Digital News Report, which is also summarized in this video. Participants in the study by YouGov, which served as the basis for the report, were from 10 different countries, and "according to the report, 37% of consumers access news from a smartphone each week, and 20% access news from a tablet each week." 

2. On a similar track, eMarketer posted an article on the trend in mobile consumption of media based on data released earlier this month by GfK MRI Starch Advertising Research, and based on May 2014 polling by IDG Global Solutions. "The research found that among smartphone and tablet users worldwide whose devices had replaced other media, print newspapers saw the most abandonment, with 50% of tablet owners switching over to mobile news, and 41% of smartphone users doing the same."

3) Over on GigaOm, Carmel DeAmicis wrote about Facebook's new Save feature, which is a help to Facebook's media partners, since the feature is not accessible when it comes to saving social content from friends. "The only content you can revisit is that of Facebook groups or external articles, music and videos. In other words, Facebook’s Save feature is only for saving media, not for saving social activity." This feature is one I have often wanted as a consumer, and it will be interesting to see if content publishers see a change in consumer behavior as a a result of Facebook adding it. Clearly the consumpion of media from social streams is increasing, and the source of news is often our friends, who are sharing as I am with you.



Does Your Brand Have A Zingy Feeling?

One of my favorite mail order businesses is Zingerman's, a world famous deli based in Ann Arbor, Michigan. Recently, the New York Times did a wonderful profile of the company's incredible business model, which encourages employees to grow with the business and pitch new business ideas to expand the Zingerman's portfolio of enterprises.  
Zingerman's catalog is filled with wonderful illustrations and creative copyPart community college, part incubator, part retail operation, Zingerman's promise is based on an assumption that the staff has drunk the Kool Aid, or rather, Ann Arbor's own Clancy Fancy Hot Sauce.

Another employee, Tess Eastment, who was starting work in the catering business, said, “I was pretty cynical when I started working here but have to admit, I am drinking the Kool-Aid now.”

“I hate that analogy,” Mr. Weinzweig said to her. “That Kool-Aid killed people and cults imply being secretive. We are totally open.”

Not surprisingly, there are reams of research studies exploring the connection between a customer's experience and the service they receive from employees of the businesses they frequent.  In the September 2013 issue of the Harvard Business Review called the Truth About Customer Experience, the authors spell out that tight connection.

In our research and consulting on customer journeys, we’ve found that organizations able to skillfully manage the entire experience reap enormous rewards: enhanced customer satisfaction, reduced churn, increased revenue, and greater employee satisfaction. They also discover more-effective ways to collaborate across functions and levels, a process that delivers gains throughout the company.


Five Great Product Management Books

1. Hooked: How to Build Habit-Forming Products is a great book that delves into the relationship between behavior and product adoption.

Nir Eyal distilled years of research, consulting and practical experience to write Hooked. Who doesn't want to design a product that becomes part of the daily fabric of consumers' lives? Businesses know that habits are hard to give up, and marketing alone can not convince people to take up a new one.

Nir's model to create the "hook" is simple enough to understand, even though the psychology of human behavior is not.

2. Creativity, Inc Overcoming the Unseen Forces That Stand In The Way of True Inspiration  is not strictly a product management book in the traditional sense. However, the book hits on some of the key traits that product managers need to be successful, including inspiring creativity in others, the importance of storytelling, and the value of a candid, yet sensitive culture. Written by Ed Catmull, co-founder (with Steve Jobs and John Lasseter) of Pixar Animation Studios, this book will help most product managers elevate their leadership game.

3. The Four Steps to the Epiphany launched the Lean Startup approach to new ventures. Author Steve Blank currently teaches entrepreneurship and customer development at Stanford University School of Engineering and at U.C. Berkeley Haas School of Business.

Often spoken about in the same breadth as another product management classic, Geoffrey Moore's Crossing the Chasm, The Four Steps to the Epiphany  introduces the notion of customer development as a critical component of the product development process, encouraging entrepreneurs to go to market with minimally featured products, to attract early customers, and to validate market theories. The iterative process is an essential part of agile product development.

4. Making Things Happen, Mastering Project Management by Scott Berkun is an essential book for product managers, not just program or project management leads. Are you a product leader who labors without a strong PMO to support them? Making Things Happen covers the fundamentals of planning, tracking and managing teams to deliver enterprise class technology projects, and provides a framework for handling the communications and relationships across a complex matrixed organization. 

5. Lean UX: Applying Lean Principles to Improve User Experience  helps product designers and product managers rapidly experiment with design ideas, validate them with real users, and continually adjust your design based on what you learn. Keeping designers engaged in the agile development process can be a challenge, but this books helps bring the designers toolkit into the process of defining the Minimum Viable Product.

In the late 1990's while at Visio Corp, the Visio Enterprise product team I led won a Jolt Award from Dr. Dobbs. Lean UX received the 2013 Jolt Award from Dr. Dobb's Journal as the best book of the year, so maybe that's my bias towards this quick and easy guidebook. At a brief 152 pages, it can easily be read on a cross country flight, which is just what I did. 


The McKinsey Seven Traits of Effective Digital Organizations (Excerpt)

1. Be unreasonably aspirational.

2. Acquire capabiltiies.

3. Ring fence and cultivate talent.

4. Challenge everything.

5. Be quick and data driven.

6. Follow the money.

7. Be obssessed with the customer.

"The age of experimentation with digital is over. In an often bleak landscape of slow economic recovery, digital continues to show healthy growth. E-commerce is growing at double-digit rates in the United States and most European countries, and it is booming across Asia. To take advantage of this momentum, companies need to move beyond experiments with digital and transform themselves into digital businesses. Yet many companies are stumbling as they try to turn their digital agendas into new business and operating models. The reason, we believe, is that digital transformation is uniquely challenging, touching every function and business unit while also demanding the rapid development of new skills and investments that are very different from business as usual. To succeed, management teams need to move beyond vague statements of intent and focus on “hard wiring” digital into their organization’s structures, processes, systems, and incentives."



Has Facebook Gone Too Far? New Consumer Research Tests Ethical Boundaries

In case you missed yesterday's headlines about Facebook's effort to redefine the relationship it has with their consumers - and the product they assume they are using - here is a sampling for you to review.

Facebook Tinkers With Users' Emotions in News Feed

Academics Question The Value Of Facebook’s Controversial Research

Facebook emotion study breached ethical guidelines

Facebook made users depressed in secret research: Site deleted positive comments from friends

These headlines about a previous year's research study sit eerily next to stories like this one from last winter.

Facebook used by cops to thwart George Washington Bridge suicide

And this one from around the same time, when the short days of winter and the holidays loom large.

Coroner warns of dangers of Facebook after student, 19, targeted by young women bullies online hanged himself.

In addition to the ethics questions this research raises, these stories made me want to go back and see what other things I have allowed Facebook to do in that ridiculous terms of service agreement I consented to before using the site. And it's not just the Facebook ToS, I want to go back and read the ToS of every cloud based service I use. The trouble is that even if I do read them, I still won't understand what defines some of the most essential terms, like "research" or "promotion", within them. Why? Because it is up to the individual brands to fill them with meaning, based upon how they are executed.

Another Facebook brand, Instagram, had its own controversy about its terms of service in late 2012 and early 2013, not long after Facebook researchers manipulated the feeds to test their theories on positive and negative posts. (Although Facebook's study occured in 2012, the results did not make it to a broadly published forum at the Proceedings of the National Academy of Sciences in June of this year.)  Instagram's new policies, reported by the NY Times Bits Blog, state:

“You agree that a business or other entity may pay us to display your username, likeness, photos (along with any associated metadata), and/or actions you take, in connection with paid or sponsored content or promotions, without any compensation to you,” the new terms say. This means that photographs uploaded to Instagram could end up in an advertisement on the service or on Facebook.

The key takeaway here is that a brand chooses to define itself by accepting some boundaries and ignoring others.  The more we use a brand's products or services, even in the wake of this kind of revelation, the more we provide them our tacit approval to continue to gerrymander our relationship.


UPDATE on 7/1/14:

Watch this related NBC Nightly News Report on the topic of Terms of Service policies across our online services.


More Related Links:

Important lessons from the Instagram controversy

New figures reveal the photo sharing service Instagram has lost almost 50 per cent of its daily users in less than a month   

On Facebook, Likes Become Ads.



The State of US Internet Access: Mobile Connections Exploding

Twice a year, in June and December, the FCC publishes a report about the state of Internet access in the US. The report, which summarizes data collected by FCC Form 477 about connections in the United States (over 200 kilobits per second in at least one direction), creates a visual picture of the speed and access rates across the country in a series of detailed graphs, charts and maps. And while it does not provide a great deal of analysis (ok, none really, at all), it does offer a strong view of the trends in digital consumption. The introduction summarizes a few key takeaways:

Notable developments between June 2012 and June 2013 include:

Internet connections overall are growing. The number of connections over 200 kbps in at least one direction increased by 13% year-over-year to 276 million.

In June 2013, there were 70 million fixed and 93 million mobile connections with download speeds at or above 3 megabits per second (Mbps) and upload speeds at or above 768 kbps as compared to 57 million fixed and 43 million mobile connections a year earlier. 

The report details a number of interesting data points around mobile, notably that fact that many consumers are able to experience reasonable broadband speeds from their mobile devices, leading to a whopping 62.5% of residential connections via mobile wireless.

U.S. Federal Communications Commission Internet Access Services: Status as of June 30, 2013As a product designer,  I see this as a huge proof point for the importance of a mobile-first design strategy for any digital brand.  


My Top 5 Product Management Blogs

As a community service, I thought it might be time to re-run the bases on product management blogs I check in on. Here's an update on ones you might also find valuable. 

1. MindTheProduct is an international product community. Started in 2010 with the very first ProductTank meetup in London and followed by the Mind the Product Conference in 2012 it has now grown to consist of 5,000 members and sold out events in 21 cities around the world.

2. Jeremy Horn is an award-winning,  product management veteran with fifteen years of experience leading and managing product teams.  His blog is The Product Guy.  As founder of The Product Group, he has created the largest product management meetup in the world and hosts the annual awarding of The Best Product Person.

3. The Silicon Valley Product Group (SVPG) was created to share senior level experience and best practices with technology companies. Our Partners all come from industry, where each has held senior level executive positions delivering industry-leading products. We are not career consultants.  Our Partners are all experienced and successful company executives with both startup and Fortune 500 experience.

4. I came upon Jackie Bavaro's Quora blog and found it had some good nuggets for a drive by viewing. She posts her thoughts and discussion on how to be a great Product Manager. Jackie is a Product Manager at Asana and co-author of Cracking the PM Interview.

5. And the meta product management blog can be found here at Alltop's PM site.