It's #GroupMentoring time! And this session is all about Product-Led Culture with Guy Amrany. Meet the mentor: Guy Amrany Guy expanded his Product expertise throughout his career, covering a wide scope of enterprise functions, including Accounts, Marketing, Supply chain, and service, up to managing a Consumer Electronics business unit. Today, Guy leads the Product & Marketing team at Curve.Tech and spearheads the development and launch of new products serving Enterprises and eCommerce merchants in various BizOps challenges by using AI/ML technologies.

1. Product
Culture
Beats strategy.
Anyday.

2. Introduction
Who are
you?

3. Guy Amrany
● 36 | TLV | M+1
● Head of Product & Marketing @ Curve Tech
● 3x Product roles @ SAMSUNG Electronics
● PM mentor/speaker @ Product League
● PM mentor/speaker @ Gvahim
● Career consultant for PM
● B.A Business & Economics
● MBA Technology, Innovation, Entrepreneurship

4. “Corporate culture refers to the
beliefs and behaviors that
determine how a company's
employees and management
interact and handle outside
business transactions. Often,
corporate culture is implied, not
expressly defined, and develops
organically over time from the
cumulative traits of the people the
company hires.”
— Investopedia

5. — Down to earth
Corporate culture means wanting
to belong to something in the
company - product, processes,
directions or social settings.

7. Company
Culture

8. What can be considered culture?
● Almost anything
● Rewards and incentives
● Contents of corridor / hallway talks
● Team meetings content
● Company events
● CSR and “For good” activities
● Community engagement
● What is considered centric? Customer? Employee? Partners? Technology?
● What leads the company? Tech? Product? Sales? Marketing? Service? UX?
● Ceremonies
● Management communications within/without
● Company vision, goals, targets
● Policies
● Formality vs. informality
● More…

9. Culture pyramid

10. Product Culture?
Scrum daily
GTM plans
Roadmap meeting
Acceptance test
DoD
PM should prioritize What to update
the PM?
PM should meet
customers
VP PM can
be CEO
Agile state of mind
Backlog grooming
PM is part of DEV team
PM can help
monetize
We need a PM
Sprint demo
NATO emails
Jira boards Requirements, specs
Is PM in CC?
1x1 meetings
Corridor talks
KPI/OKRs
setting
Budget
Office structure
P&L
Sales.MKTG funnel PICs
Tech stack
Credit/blame
Version control
Logs
Test results

11. Differentiators
Technology
Manufacturer,
distributor, client
Stage
Discovery, Validation,
Efficiency,
Scale/growth, Stability
Structure
Company type
Product, project, services,
portfolio/solutions
Classic, Big Tech,
M&As
Org. structure
Product-based,
geo-based, matrix,
process-based
Regional
Global vs. local

12. Question 1
What are the steps involved in shifting from a Sales-driven to a
Product-driven approach? What are the best practices for convincing
stockholders that this is the better decision?
- Samsung Electronics example
- Base assumptions (should we really be product driven?)
- Relative P&L, profit, multipliers, churn
- Scalability
- Brand power - NPS, CSM
- Investment (ratio) on the future

13. Question 2
What role does Product Management play in working with the
Product Marketing team on strategic questions? How can we position
ourselves as the roadmap leader with the marketing organization?
- Samsung Electronics example
- Hand in hand, sometimes same division
- Who knows the client most intimately?
- Product works more cross-company matrix

14. Question 3
In my organization, I feel like the Product org. doesn't set the
tone and does not have a seat at the table when it comes to
big decisions. What's the best way to turn this around?
- Leadership skills and management priorities - A given
- Assumes control of the processes
- We are process experts, know all the parts
- Create transparency but keep strategic decision in small
forms
- Upskill and upgrade product ppl to higher forums
- Positive P.R, leverage successes

15. Question 4
What are the best ways to build a great product-led culture?
- Work on all 3 levels
- Upper level -
- Events, P.R, visual artifacts, ceremonies
- Mid-level -
- Management and leadership decisions
- 1x1 meetings and processes consensus
- Incentives (positive, negative)
- Lower level -
- Corridor talks, industry and ecosystem benchmark
- Recruit the right people
- Adapt the content of the team and company talks

16. CREDITS: This presentation
template was created by Slidesgo,
including icons by Flaticon, and
infographics & images by Freepik.
Thanks!
Do you have any questions?
Guy Amrany
guyamrany@gmail.com
+972-50-6418646
https://curve.tech