Recently for Programmable episode #10, Lucas spoke with David Wang, a product leader with over 18 years of experience spanning industries like marketplaces, creator economy, telecommunications, banking, and even property!
I took a sneak peek into the interview to present some of the most interesting points from the episode.
So if you’re someone who’s looking to break into or excel in product management then David’s valuable lessons are for you.
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Is product management exciting?
We started off the interview with a simple question: What’s exciting about product management? And David’s response was perfect - the legacy that your work leaves behind.
There are many professions in the world where many of us don’t get to see the real impact that it makes, all we have are stats to look for but with product management, David sees a real change happening in the world with the choices he makes.
“If there’s one job that can really leave a legacy, it’s through the work that you do as a product manager.”
This sense of creating something that endures, and impacts countless users, is at the heart of his passion for product management. He shared with us his early career experience at Vodafone where he created mobile apps through Java codes because phones did not have an app store or apps you could easily download. At first, he didn’t realize his impact but when he saw real people use what he created he felt a huge sense of accomplishment.
“Seeing people using your app or something you created—there’s nothing more gratifying.”
Do you have what it takes to be a product manager?
David talks about a product mindset that people who want to get into product management should have. So what is it?
Be a problem solver and have the drive to push your ideas that may solve real problems that people face.
Here’s what David says about it:
“Anyone can become a product manager, but it takes a particular personality.”
This “product mindset” revolves around understanding the problems your customers face, connecting the dots through data, and ultimately pushing something forward that others might not believe in but you do.
Another thing that David notes:
“Customer problems don’t change. It’s the technology and behavior that shifts.”
He explained this with the example of the problem Uber is solving: The problem of moving from point A to point B has existed for centuries. What has evolved is the way Uber has solved that: Get you going with just one call or a few clicks on the app.
The last thing to note about the product mindset is to solve “heartfelt problems.” David emphasizes that tapping into emotional needs creates stickiness and loyalty in a product, a lesson he learned while working on a Vodafone SIM card that allowed international students to call home for free.
A day in the life of a product manager
The product management mindset piqued my interest, and I wanted to know more about what the job really involves. Spoiler: it’s not as simple as it sounds.
David described a week where Mondays might focus on reviewing product metrics, while Tuesdays are spent engaging in design reviews or brainstorming new features. By midweek, the focus shifts toward planning and delivery, and Fridays are often about tying up loose ends and resetting for the week ahead.
But what does the work entail?
“At a high level, you should always be discovering new product ideas or features and managing delivery”
Product management, he said, is “a high-pressure role where you have ownership of the outcome, rather than individual deliverables.” This sense of ownership means that when a product doesn’t hit its goals, the responsibility falls squarely on the product manager’s shoulders.
What comes next?
Product management is an exciting opportunity and it offers a huge room for growth. But where do you go from here?
David laid out two distinct paths: the individual contributor route and the leadership route. As an individual contributor, one could rise to the level of a principal product manager, earning multiple six figures at companies like Meta or Amazon. On the leadership side, roles such as head of product or VP of product come with the opportunity for stock options and bonuses, making it a highly rewarding career path.
Helping hands for a product manager
We wanted to know what helps David on a day-to-day basis. His first answer: ChatGPT.
David says AI tools are great for jamming ideas, identifying issues, and challenging your thinking.
Another tool that David uses to stay organized is Apple Notes for to-do lists and prioritizing tasks.
Last but not least David talked about using meditation apps. The life of a product manager is hectic: mindfulness and cognitive health are so important.
How do you get started in the field of product management?
David shared a little nugget of information for those who are interested in starting a career in product management:
“Make friends with the product management circle first. It’s the best way to get referrals and understand what the day-to-day looks like.”
Networking is one of the most important places to start. Next, add to that a passion for understanding customer problems.
But at the end of the day:
“Build your own style of Kung Fu in product management. It’s about finding the mindsets, processes, and tools that work for you.”
And to help out anyone who may be interested in product management join David’s Product Academy.
The evolution of product management
Product management has evolved significantly over the past two decades. David’s 18-year journey spans multiple industries and has witnessed this transformation firsthand.
From feature factories to outcome-driven teams
In the early days of product management, many teams operated as “feature factories” - churning out features based on stakeholder requests without clear understanding of customer impact. David emphasizes that modern product management is fundamentally different:
- Customer-centric approach: Everything starts with understanding customer problems
- Data-driven decisions: Using metrics and analytics to validate assumptions
- Outcome ownership: Being accountable for business results, not just feature delivery
- Cross-functional collaboration: Working closely with engineering, design, marketing, and sales
The rise of the product mindset
What David calls the “product mindset” has become increasingly valuable across organizations:
- Problem-first thinking: Starting with customer problems rather than solutions
- Systems thinking: Understanding how different parts of the product ecosystem interact
- Hypothesis-driven development: Treating product decisions as experiments to be validated
- Continuous learning: Being open to changing course based on new information
Essential skills for product managers
Based on David’s extensive experience, several key skills emerge as critical for product management success:
1. Communication and storytelling
Product managers are essentially the “translators” between different stakeholders:
- Technical teams: Explaining business context and customer needs
- Business stakeholders: Communicating technical constraints and possibilities
- Customers: Gathering feedback and explaining product decisions
- Executive leadership: Presenting strategy and results
2. Analytical thinking
Modern product management requires comfort with data:
- Metrics selection: Choosing the right KPIs to measure success
- A/B testing: Designing and interpreting experiments
- Market research: Understanding competitive landscape and customer segments
- Business case development: Building compelling arguments for product investments
3. Strategic thinking
Product managers must balance short-term execution with long-term vision:
- Roadmap planning: Prioritizing features and capabilities over time
- Market positioning: Understanding how the product fits in the broader market
- Resource allocation: Making tough decisions about where to invest limited resources
- Risk assessment: Identifying and mitigating potential threats to product success
4. Leadership without authority
Product managers often need to influence without direct control:
- Consensus building: Getting alignment across different teams and stakeholders
- Conflict resolution: Navigating disagreements about priorities and approaches
- Motivation: Inspiring teams to work toward common goals
- Change management: Leading organizational transformation when needed
Common product management challenges
David’s experience across different industries has exposed him to various challenges that product managers face:
1. The build vs. buy dilemma
Every product team faces decisions about what to build internally versus what to purchase or integrate:
- Core competency: Focus internal development on areas of competitive advantage
- Time to market: Consider speed of delivery when making build vs. buy decisions
- Long-term maintenance: Factor in ongoing support and maintenance costs
- Vendor dependence: Evaluate risks of relying on external providers
2. Balancing technical debt with feature development
Product managers must work with engineering teams to balance short-term feature delivery with long-term platform health:
- Customer impact: Understand how technical debt affects user experience
- Development velocity: Consider how code quality impacts future development speed
- Resource allocation: Dedicate appropriate time and resources to technical debt reduction
- Communication: Help business stakeholders understand the importance of technical investments
3. Managing stakeholder expectations
Product managers often serve as the “voice of the customer” while also managing internal expectations:
- Priority setting: Help stakeholders understand why certain features aren’t being built
- Timeline communication: Provide realistic estimates while managing pressure for faster delivery
- Success metrics: Align stakeholders on how product success will be measured
- Change communication: Keep stakeholders informed when priorities or timelines shift
Industry-specific insights
David’s experience across telecommunications, banking, marketplaces, and property provides unique insights into how product management varies across industries:
Telecommunications
- Regulatory environment: Products must comply with government regulations and industry standards
- Infrastructure constraints: Product decisions are often limited by existing network capabilities
- Customer lifecycle: Long customer relationships require focus on retention and satisfaction
- Scale challenges: Products must work reliably for millions of users
Banking and fintech
- Security requirements: Financial products require extremely high security standards
- Compliance obligations: Products must meet strict regulatory requirements
- Trust building: Customer trust is paramount in financial services
- Integration complexity: Products often need to integrate with legacy banking systems
Marketplaces
- Two-sided markets: Products must serve both buyers and sellers effectively
- Network effects: Product success depends on reaching critical mass
- Trust and safety: Ensuring positive experiences for all marketplace participants
- Monetization balance: Balancing revenue generation with user experience
Property technology
- Transaction complexity: Real estate transactions involve many stakeholders and steps
- Local regulations: Property markets are heavily influenced by local laws and customs
- High-value transactions: Mistakes can have significant financial consequences
- Traditional industry: Introducing technology to traditionally low-tech industry
The future of product management
As technology continues to evolve, product management is also changing. David sees several trends shaping the future of the discipline:
AI and machine learning integration
- Personalization: Using AI to create more personalized user experiences
- Predictive analytics: Anticipating user needs and market changes
- Automation: Automating routine product management tasks
- Decision support: Using AI to analyze data and provide decision recommendations
Remote and distributed teams
- Global talent: Accessing product management talent from around the world
- Asynchronous communication: Developing new ways to collaborate across time zones
- Digital tools: Leveraging technology to maintain team cohesion and productivity
- Cultural sensitivity: Understanding how different cultures approach product development
Sustainability and ethics
- Environmental impact: Considering the environmental consequences of product decisions
- Digital wellness: Building products that promote healthy user relationships with technology
- Data privacy: Balancing personalization with user privacy concerns
- Inclusive design: Creating products that work for users with diverse needs and backgrounds
Getting started in product management
For those interested in breaking into product management, David offers practical advice:
Build relevant experience
- Side projects: Create your own products to demonstrate product thinking
- Cross-functional exposure: Work closely with product teams in your current role
- Customer interaction: Seek opportunities to interact with customers and understand their needs
- Data analysis: Develop comfort with metrics and analytics tools
Develop key skills
- Written communication: Practice explaining complex ideas clearly and concisely
- Presentation skills: Learn to tell compelling stories with data and insights
- Technical understanding: Develop enough technical knowledge to work effectively with engineers
- Business acumen: Understand how product decisions impact business outcomes
Build your network
- Product community: Engage with local product management meetups and conferences
- Mentorship: Find experienced product managers who can provide guidance
- Online presence: Share your product thinking through writing or speaking
- Internal relationships: Build relationships with product managers at your current company
Gain domain expertise
- Industry knowledge: Develop deep understanding of a particular industry or customer segment
- Competitive analysis: Study successful products in your area of interest
- Technology trends: Stay current with technological developments that could impact products
- Customer research: Practice talking to customers and gathering insights
David’s Product Academy
As mentioned in the interview, David has created a Product Academy to help aspiring and current product managers develop their skills. This represents a growing trend of experienced practitioners sharing their knowledge with the next generation of product managers.
Why product education matters
- Skill gap: Demand for product managers often exceeds supply of qualified candidates
- Evolving discipline: Product management practices continue to evolve rapidly
- Industry variation: Different industries require different product management approaches
- Continuous learning: Even experienced product managers need to keep updating their skills
The combination of David’s industry experience and teaching passion makes him well-positioned to help others develop their “product management kung fu” - their own unique approach to solving customer problems through technology.
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