What does it mean for a Product Manager to truly own P&L? Is that possible when you don't really control development costs, or discounting via channels? Are product mgrs tuly managers of P&L or destined only to "observe and report"?
Join me in an interactive discussion about "adventures in P&L" - common scenarios that test the theory of P&L ownership and creative ways to address them.
Clipping is a handy way to collect important slides you want to go back to later.