Building High-Impact Teams and Data-Driven Decisions in Product Management with Abner Rosales

Introduction and Abner’s Journey into Product Management

Rina Alexin | 00:00–03:21

Hi everyone, and welcome to another episode of *Productside Stories*, where we explore the lessons learned from product leaders around the world. I’m your host, **Rina Alexin**, CEO of Productside. Today, I’m thrilled to speak with **Abner Rosales**, Senior Director of Product Management Analytics at Experian.

Abner’s career spans credit risk, lending, identity fraud, and compliance — and he’s built nine platforms, including four SaaS products. He’s led global teams across the U.S., Canada, LATAM, and the U.K.

Abner Rosales | 01:14–03:21

Thank you, Rina. My journey was organic. I started in marketing — not the fun, creative side, but the strategy and numbers. That curiosity led me from strategy into product ownership and, over time, leadership.

Scaling products taught me to build strong teams, hire right, and focus on empowerment. My philosophy: surround yourself with great people so you can focus on the big picture — vision, growth, and what’s next.

Hiring the Right People and Building Product Teams

Abner Rosales | 03:21–06:44

Hiring is never perfect. You can’t predict performance with certainty, but you can look for **patterns and behaviors**. I focus on thought process — how people explain products, pitch ideas, and handle ambiguity.

I often ask candidates to walk me through how they’d explain a product to a five-year-old or pitch it to a senior leader. That tells me how they think. And I hire based on the momentum of the company — sometimes a rock star won’t fit if the environment isn’t ready.

Identifying and Cultivating Leadership Potential

Abner Rosales | 06:44–10:07

Everyone wants to be a leader, but few understand what that truly means. Leadership isn’t about title or pay — it’s about **emotional intelligence**, communication, and timing.

I look for those who want to grow others, not just themselves. True leadership means you can go on vacation and your team runs smoothly without you.

Lessons from Product Failures and Missteps

Abner Rosales | 10:07–13:59

Failure often happens when we make decisions too early — when we skip discovery because of pressure from executives or the market. We focus on revenue before understanding the end user.

At times, I’ve launched products based on executive enthusiasm, not validation, and paid the price. The lesson: always ensure your buyer and user are both heard before you build.

Ensuring a Constant Feedback Loop and Data Governance

Abner Rosales | 13:59–15:50

Create systems that embed **continuous feedback**. It’s not enough to collect data; it has to drive reflection and iteration. In data-heavy industries, we use governance — structured review cycles that ensure feedback translates into action.

Balancing Data Overload and Decision-Making

Abner Rosales | 15:50–18:05

Data can overwhelm teams. The goal is to find insights, not just numbers. Sometimes 30 solid insights are better than 100 analyses that delay launch. Focus on **value creation over data perfection.**

Using Data to Say “No” and Validate Market Fit

Abner Rosales | 18:05–20:11

Data is also a great way to say “no.” When numbers support your intuition but the market doesn’t — ask *why.* Why haven’t competitors done it? Why hasn’t the customer asked for it? Curiosity prevents wasted investment.

Balancing Technical and Soft Skills in Teams

Abner Rosales | 20:11–22:23

Balance hard and soft skills. Technical literacy — like SQL, Python, or strong data analysis — is vital, but so is the ability to interpret and communicate insights. Product managers must translate data into meaning.

Frameworks, Process, and Organization in Product Management

Rina Alexin & Abner Rosales | 22:23–23:16

**Rina:** In our benchmark report, we saw that PMs strong in process and frameworks outperform in every skill. **Abner:** Exactly. Frameworks don’t make decisions for you — they help you *structure* your decisions. Organization is everything.

Prioritizing and Building a Strategic Roadmap

Abner Rosales | 23:16–26:11

I prioritize roadmaps through three lenses: 1. **Trends** — what’s happening in the industry. 2. **Table stakes** — what’s required to stay relevant. 3. **Revenue** — what customers will *pay* for.

Never ask, “Do you like this?” Ask, “Would you pay for this?”

Engaging Users and Advisory Boards for Insights

Abner Rosales | 26:11–27:51

Advisory boards are invaluable. Customers love being included when they see benefit. Even without a formal board, small feedback panels provide deep insight. Transparency and direct conversation fuel trust and validation.

Common Misconceptions in Risk Management

Abner Rosales | 27:51–33:22

Risk management is misunderstood. People think it’s all about credit scores — but behind every approval are layers of data: fraud, income verification, employment, and behavioral patterns.

Alternative data helps serve “thin file” customers — those with limited credit histories — ensuring inclusion and fairness.

Lessons in Leadership and Patience

Abner Rosales | 33:22–36:20

If I could advise my younger self: **be patient.** Don’t chase every trend. Focus on strategy and build for the long term. Read, analyze, and understand how emerging tech like AI truly impacts your field.

Closing and How to Connect with Abner

Rina Alexin & Abner Rosales | 36:20–End

**Rina:** Abner, thank you for sharing your insights. **Abner:** Thank you, Rina. I’m always open to connecting — find me on **LinkedIn**. **Rina:** Wonderful. And to our listeners, visit **Productside.com** for more product management resources and stories.