Infinify

A while ago I was running a roadmap workshop with the leadership team of a startup.

About twenty years ago, in my first product role, there was a feature in our product that engineering kept asking to rewrite.

A manager of mine once told me I have no spine because he had never seen me bang the table and say no.

Last month I ran a workshop for the mentors in my product leadership academy.

I often hear CEOs say that strategy is taking too long.

I recently built a dedicated AI agent to help me with my writing.

When I work with product leaders on product strategy, one of the most common responses I hear is, “Isn’t that my manager’s job?”

Once a year, as part of my role at the ProductX board, I run a workshop for the speakers on storytelling and stage presence.

Like many other coaches, I got into the coaching world as a coachee first.

Last week I wrote that micromanagement is often less about a manager’s personality and more about the gap that opens between us and them.

I run a WhatsApp group called Israeli Product Leaders, where I share tips on product, leadership, strategy and more.

There is a conversation that I’ve been having with product leaders I coach since forever.