Describe my experience as a product manager, focus on the team management aspect. I explain how I use a version of SCRUM that I keep improving with the team, how I handle team issues and individual growth.
I gave that presentation in Tokyo during "ProductTank #4 - What Does it Take to be a Great Product Manager?" https://www.meetup.com/ProductTank-Tokyo/events/257918671/
● French citizen
● Software engineer by training
● 10 years in Japan
● Have only worked in Japan
● 4 companies (FR, JP, US, JP)
● Researcher ->
Technical Manager ->
Product Manager ->
CTO/CPO @ Shippio
Ideation Planning/partnership Prototyping Funding
60 projects300 projects3,700 researchers
“Boost your data speed only
when you need it”
“Get a movie in less than 5s”
Why have a well defined framework?
● Less overhead of micro management
● Communication standardized and timeboxed
● Progress/Failure easily observable
● Easier onboarding of new recruits
● Commit time for process improvement
How to have a well defined framework?
● Be knowledgeable on the standards
● They never fit
● Make your own!
● Certified SCRUM Master and PO
● With small teams start with the minimum
○ Backlog, Sprint Planning, Demo and
● Introduce new elements when needed
● Borrowed Kanban capacity
● Use retrospective like questions for one on one
Why know your people?
● Optimize role for happiness and efficiency
● Solve problems better and faster
● Help them grow
● Minimize churn
How to know your people?
● Poll information don’t wait for push
● “Hey, how are you doing?”, “How is that thing going?”
● Structured one on ones
○ Plan for long term
○ Look at the past
○ Adjust short term to progress toward long term
● Be genuinely interested in people
● Saved many hours of people being stuck by poking them
● Solved a lot of intra team problems
● Helped people by knowing issues outside of work
● Discovered desire of several members to be more
involved in conception process
● People enjoy one on ones
Why be a leader?
● Inspiration is the best fuel
● You can ask more from them
● Less time arguing
● Your team will have your back when you need it
● “Extreme ownership”: any failure of the team is your
● Protect your team from stakeholders
● Have their back when they need it
● Be honest even when it hurts
How be a leader?
● Owning your team failures may seem scary, but it is
● Framework helps protecting team members from
stakeholders but is not enough
● Respect comes more easily if you show you can get your
● Giving really bad reviews in a constructive way is hard