In this episode of Practical Product Management, hosts Leah Farmer and Marilyn McDonald are joined by Steve Brieloff, a seasoned product leader from Expedia Group, for a conversation about what truly defines great product management.

Steve shares insights from his years leading teams across Expedia’s product suite, highlighting how getting the fundamentals right—from crafting precise problem statements to choosing meaningful success metrics—sets the foundation for success. The trio dives deep into the importance of language, the evolution of confidence and conviction in product decisions, and how bravery shows up at every level of a PM’s career.

From building trust through vulnerability to balancing open debate with decisive action, this episode explores how mastering the basics and leading with courage can transform teams, culture, and products alike.

Key Takeaways

1. Master the Fundamentals — and the Words You Choose Matter. Great product work starts with writing a precise problem statement and choosing the right success metrics. One misplaced word can send a team in the wrong direction.

2. Bravery is a Core Product Skill. Whether it’s voicing dissent, standing behind a decision, or leading culture change, bravery shows up at every level of product work — from junior PMs to execs.

3. Build Trust Through Vulnerability and Debate. Encourage disagreement, listen deeply, and be transparent — but also know when the debate is over. Leadership is about hearing others, making the call, and moving forward together.

In this episode of Practical Product Management, Leah and Marilyn sit down with Ali Rakhimov, Senior Product Leader, fintech founder, and author of Make Pigs Fly. Ali shares his unconventional path into product management as a self-taught immigrant, the lessons learned from scaling fintech for underserved schools, and leading $10M+ initiatives at Macy’s and T-Mobile.

The conversation ranges from the value of asking “stupid” questions in technical meetings, to translating empathy into reliable systems, to the balance between directness and tact in communication. Ali also draws parallels between raising four kids and managing teams—emphasizing adaptability, humility, and listening as core product skills.

Key Takeaways

1. Curiosity over credibility: Asking the “stupid” questions is often how you uncover blind spots, learn fast, and earn trust.
2. Empathy into action: Observing real users and solving their core problems matters more than shipping flashy features.
3. Adaptability is leadership: Whether managing teams or parenting, effective product leaders flex their style to the audience and context.

In this episode of Practical Product Management, hosts Leah Farmer and Marilyn McDonald welcome back returning guests Alesha Cronie and Geno White for a candid conversation about iteration. Together, they unpack why iteration is more than a process—it’s a mindset centered on learning, courage, and embracing discomfort.

The discussion explores the “courage gap” that often holds organizations back, the tension between incentives and innovation, and why MVPs so often miss the mark. The group also debates the evolving balance of product and engineering roles in the age of AI, and the importance of curiosity in solving real customer problems. It’s a lively and unfiltered look at what it truly means to “fuck around and find out” in product development.

Key Takeaways

1. Iteration is about learning, not perfection – moving fast matters less than learning fast, and that requires comfort with uncertainty.
2. Courage and trust are critical – organizations often get stuck not because the data isn’t there, but because leaders lack the courage to pivot or empower teams.
3. MVPs are often meaningless – reframing them as learning vehicles (or prototypes) keeps teams focused on outcomes instead of excuses.

In this episode, Leah and Marilyn sit down with Mike Maynard, Chairman at Napier B2B PR & Marketing, to unpack why B2B is far from boring. Mike shares why complex buying committees make B2B uniquely challenging, how synthetic personas can help but never replace real conversations, and why respect for the problem (not just the proposed solution) is essential. Along the way, they dig into the pitfalls of surveys, the role of product-led growth in long development cycles, and what it takes to move products from “nerds” to “norms.”

Key Takeaways

1. B2B decisions are complex and committee-driven — success means understanding multiple perspectives (engineers, CEOs, finance, InfoSec) and tailoring your approach accordingly.
2. Surveys often mislead — synthetic personas and data can support you, but nothing replaces real conversations with customers in context.
3. Respect the problem, not just the solution — product managers must look beyond what customers ask for, uncover the root issue, and bring all stakeholders’ voices into the room.

In this candid conversation, hosts Leah and Marilyn talk with product leader Charity about ambition, burnout, and the elusive art of slowing down. From unexpected career starts to the relentless pursuit of the next goal, they explore how high-achievers push themselves (sometimes too far) and what it takes to recognize when it’s time to rest. The episode offers a mix of personal stories, leadership insights, and practical reflections on sustaining both success and well-being.

3 Key Takeaways

• Ambition can be double-edged. The same drive that fuels achievement can also lead to exhaustion if left unchecked.
• Rest rarely happens by accident. True downtime often requires intentional boundaries and self-awareness — and sometimes the courage to walk away.
• Leaders set the tone. Your energy impacts your team; burnout in leadership can ripple outward in ways you might not realize until later.

In this episode of Practical Product Management, Leah and Marilyn are joined by Greg Weinger—SVP of Product at SheerID and founder of the Powerful Introvert podcast and newsletter. Greg shares his journey from engineer to product leader, revealing how introversion and deep self-reflection became the unexpected keys to his leadership success.

Together, the trio explores what it takes to scale product in growth-stage startups, the push-pull between customer success and product strategy, and how to work with enterprise clients without losing your soul (or your roadmap). They also dive into why companies often overlook quiet leadership and how to build inclusive teams that surface better ideas.

Key Takeaways

1.Introverts can be exceptional leaders—but the workplace must create space for them. Leaders don’t have to be loud. Influence often grows from reflection, calm, and clarity.

2. Customer success and product must partner—not compete—for priority. When enterprise customers make asks, product teams must balance strategic focus with relationship value.

3. Scaling a product doesn’t mean scaling chaos. Greg breaks down how enduring product-market fit, clarity of purpose, and good customer success can drive scale without losing your soul.

In this episode of Practical Product Management, Leah and Marilyn are joined by Alesha Cronie, a seasoned engineering leader with a talent for bringing cross-functional teams into alignment.

The trio dives into what true collaboration looks like—beyond roles, titles, or processes. They explore how product managers and engineers can build trust, navigate ambiguity, and influence one another without ego. Alesha shares how she works with strong personalities, deals with vague vision statements, and why transparency and storytelling are essential leadership tools.

With laughs, real talk, and some hard-earned lessons, this episode is a must-listen for anyone trying to build better software—and better teams.

Key Takeaways

1. Trust is built through context and transparency. Frame your questions, share your intent, and give people space to bring their expertise to the table.
2. Iteration isn’t just “breaking things into smaller pieces.” It’s about delivering real value sooner—and requires collaboration between product and engineering on how to slice the work.
3. Stay in your lane—but know when to blur the lines. PMs shouldn’t be committing code, and engineers shouldn’t be solving business problems in isolation. Collaboration thrives when everyone plays their part—while staying connected to the whole.

In this episode of Practical Product Management, Marilyn and Leah talk with Ryan Scott, Head of Product: AI and Innovation at DNA Behavior.

Ryan shares how learning his own behavioral style has shaped the way he leads, communicates, and builds product strategy. They explore how self-knowledge supports better collaboration, why it’s worth investing in shared language across teams, and how great leaders make space for diverse thinking styles.

A thoughtful and practical conversation about the inner work of great product leadership.

3 Key Takeaways

1. Self-Knowledge Is a Leadership Advantage Understanding your own behavioral style—how you communicate, process, and respond—helps you lead with clarity and consistency.
2. Shared Language Builds Stronger Teams Behavioral tools can give product and engineering teams a shared framework for understanding one another and reducing friction.
3. Good Leaders Ask Curious Questions Ryan emphasizes the importance of inquiry over certainty, especially in roles that span strategy, innovation, and cross-functional leadership.