Driving Innovation and Sustainability with Katheron Garcia

Introduction and Katheron’s Journey into Product Management

Rina Alexin | 00:00–00:31

Hi everyone, and welcome to another episode of *Productside Stories*, the podcast where we reveal the real lessons learned from product leaders and thinkers all over the world. I’m your host, **Rina Alexin**, CEO of Productside. Today I’m speaking with **Katheron Garcia**, Senior Director of Offer Management at **Schneider Electric**. Welcome, Katheron!

Katheron Garcia | 00:31–02:28

Thank you so much, Rina. I’m very excited to be here. I actually started my career in **strategy consulting**, helping clients with large-scale transformations and change management. After seven years, I decided to pursue my MBA at Kellogg, where I discovered a passion for general management — growing businesses and leading teams.

After my MBA, I joined Eaton’s general management program, gaining experience in sales, operations, and product line management. Later, I moved to Honeywell to manage a business within their building technologies group, driving a $100M strategic initiative. Today, at Schneider Electric, I lead offer management for our power systems business — and I absolutely love it.

Consulting as a Foundation for Product Leadership

Katheron Garcia | 02:28–04:19

Consulting taught me **structured problem-solving** — diving deep into challenges, asking the right questions, and using frameworks to find clarity. That skill transfers directly to product management, where you’re constantly analyzing customer problems and shaping strategies. Curiosity, adaptability, and analytical thinking are critical for both.

The Role of Curiosity and Research in Product Discovery

Katheron Garcia | 04:19–05:57

Curiosity is key. As a consultant, you start every project by interviewing people who know more than you and absorbing everything. Product managers must do the same — gather insights from every corner of the organization and synthesize them into a clear product vision.

Avoiding Confirmation Bias in Customer Insights

Katheron Garcia | 05:57–07:45

Avoiding confirmation bias is tough. The best tactic I’ve found is **talking to customers who don’t buy from you**. We all tend to go to our biggest fans, but those voices don’t represent the whole market. Include skeptics and competitors’ customers to avoid building products that only satisfy your existing base.

Working with Customers Who Challenge Your Perspective

Katheron Garcia | 07:45–09:26

It’s valuable to have a few customers deeply involved in co-development, but be careful — their needs might be unique. You must balance their feedback with insights from the broader market to ensure the solution has wider relevance.

Balancing Co-Development and Market Relevance

Katheron Garcia | 09:26–10:46

We once developed a custom product for a single customer at the request of sales — but it didn’t apply to the broader market. It was a lesson in **opportunity cost**. Always ask: can this solution serve multiple customers?

Validating Solutions Through Customer Councils

Katheron Garcia | 10:46–12:49

Customer councils are invaluable. Having a mix of early adopters and later-stage users ensures diverse feedback. Once a prototype is ready, test it with different segments to refine assumptions and prevent tunnel vision.

Handling Sales-Driven Product Requests

Katheron Garcia | 12:49–14:36

Sales-driven requests can be tricky, especially with large accounts. Product managers must balance customer urgency with strategic focus — and sometimes say no. The key is to use **customer data and ROI analysis** to guide those conversations.

Opportunity Costs of Custom Projects

Katheron Garcia | 14:36–16:25

Every hour spent on a one-off build is time not spent on scalable solutions. I’ve seen R&D teams pour months into custom work that never scaled. Product managers need to quantify that opportunity cost and present the trade-offs clearly.

Using Customer Data to Support Product Decisions

Katheron Garcia | 16:25–18:26

Data-backed recommendations win every time. Bring real customer insights to leadership — quotes, survey results, feedback metrics. Opinions can be debated, but customer data commands respect.

The Importance of Discovery and Market Research Investment

Katheron Garcia | 18:26–20:42

Companies often underinvest in discovery. The best ones hold **quarterly customer councils** to test innovations, gather feedback, and co-create solutions. That’s how you de-risk major investments and build products that truly resonate.

Why Companies Still Struggle with Validation

Katheron Garcia | 20:42–22:58

Leaders assume validation happens because there’s data — but not all data is deep enough. Product teams must champion thorough market research and ensure leadership sees the full picture before investing.

Leadership Courage and Communicating Unpopular Truths

Katheron Garcia | 22:58–24:27

Strong leaders speak up — even when it’s uncomfortable. Present facts with humility: “Here’s what the data shows; here’s what we might need to revisit.” That approach earns trust and prevents costly mistakes.

Managing Long-Term Innovation and Short-Term Value

Katheron Garcia | 24:27–25:45

Large organizations often balance years-long roadmaps with quick wins. Using **agile iterations** and incremental releases helps deliver value faster while building toward larger strategic goals.

Adjusting to Market Changes and Calling Tough Decisions

Katheron Garcia | 25:45–27:35

Markets change fast. Leaders must revisit assumptions regularly and be ready to pivot. Sometimes that means halting a project, even after years of investment — and that takes courage.

The Courage to End Products and Move On

Katheron Garcia | 27:35–28:39

End-of-life decisions are hard but necessary. Products have natural lifecycles, and leaders must recognize when to retire outdated offerings to make room for new innovation.

Leading Without Direct Authority

Katheron Garcia | 28:39–29:40

Product leaders often influence without authority. Success depends on collaboration, communication, and unifying teams around a shared vision.

Building Influence Through Communication and Over-Engagement

Katheron Garcia | 29:40–30:48

In matrixed organizations, **over-communication** builds trust. Keep stakeholders engaged through updates, feedback sessions, and transparent progress sharing.

Stakeholder Mapping and Communication Rhythms

Katheron Garcia | 30:48–32:50

Identify every key stakeholder, set regular cadences, and tailor communication styles. Weekly syncs, one-on-ones, and leadership updates keep alignment strong and prevent surprises.

Maintaining Transparency and Trust Across Teams

Katheron Garcia | 32:50–34:22

Transparency breeds trust. Don’t disappear for months — share progress, setbacks, and next steps openly. Pre-meetings and one-on-one check-ins keep everyone aligned before big presentations.

Career Advice for Aspiring Product Managers

Katheron Garcia | 34:22–36:22

Product managers must lead with curiosity and courage. Even when the role feels ambiguous, take initiative, talk to customers, and shape the product’s future. Leadership starts with ownership.

How to Connect with Katheron Garcia

Katheron Garcia | 36:22–End

Thanks so much for having me, Rina. It’s been a lot of fun! You can find me on **LinkedIn — Katheron Garcia** — I’d love to continue the conversation.