Insights from a New Product Director with Parks Daniel

Introduction and Welcome to Productside Stories

Rina Alexin | 00:00-01:11

Hi everyone, and welcome to another episode of Productside Stories, the podcast where we go into the very real and raw lessons learned from product leaders and thinkers all over the world. My name is Rina Alexin. I’m the CEO of Productside and your host today. I have joining me Parks Daniel. Parks and I met when she was managing the learning and development organization at Mastercard. And now she is the Director of Product Management at Dynamic Yield by Mastercard, a recent acquisition. Parks, thanks so much for joining me today.

Parks Daniel | 01:11-01:25

Thanks for having me, Rina. It’s really good to be here. Yeah, I first got to know Productside through my role within learning and development when I was focused on the area of product management. And now it’s really exciting to talk to you now that I’ve moved over into product and am using what I learned while I worked with this team on the job.

Parks’ Unexpected Path into Product Management

Rina Alexin | 01:25-01:39

Yeah, well, you definitely hopped over to the other fence. Why don’t you tell us a quick intro — why you got into product management? Why did you make the move and cross over?

Parks Daniel | 01:39-02:39

Yeah, well, I came to product management the same way most people do — which is, I don’t know how I got here. I came to Mastercard coming out of business school. So I came through an MBA program in the United States. I had the option of joining the finance organization, an account management team, or product — just product high-level in general. Those were the three options.

And I knew account management wasn’t for me. I had done that in my previous role, my previous life. Finance was definitely not for me. I could get a feel for that in business school. So product seemed like the right way to go. And when I got to Mastercard, when I landed in a product role, I kind of realized I didn’t really know what it meant, didn’t really know what it was — which is how I ended up in learning and development.

We wanted to define what good product management looked like for PMs throughout the company. And selfishly, I wanted to learn what good product management looks like and start to apply it not only within L&D, but then maybe look towards becoming a fully-fledged product manager once I left that team. So that’s how I landed here — very circuitously — it was the option out there, and it seemed like the best option for me.

Learning Product Theory vs. Practicing Product in Reality

Rina Alexin | 02:39-02:49

So what would you say now that you’ve experienced the role itself? How different or similar is it from what you expected?

Parks Daniel | 02:49-04:26

It’s kind of everything that I expected and everything that I didn’t. And I say that because there are things that you just know about product management — you have to understand the customer, you’re responsible for gathering requirements, you’re responsible for translating those requirements, working with engineers, working with business stakeholders.

These are all things that I know in theory, but the reality on the ground is very different. The biggest surprise for me has been just how many ideas are always coming at you that you then have to vet, prioritize, and really understand the value behind. That has kind of been the biggest surprise to date in terms of what I expected and what I didn’t.

Even though I came in with a good background in product management — having helped build curriculum and training at Mastercard — stepping into the role felt completely different. Suddenly, everything you know in theory, you have to live and breathe in practice.

The Challenge of Prioritization and Managing Ideas

Rina Alexin | 04:26-05:07

Yeah, I’ve heard a lot of product managers describe that they often have to change their lens when dealing with so many incoming requests from stakeholders. Have you tried any frameworks that really help you prioritize all those requests?

Parks Daniel | 05:07-05:35

Yes, definitely. The first thing I had to revisit was empathy mapping. I attended a webinar that reminded me that empathy mapping is so important, no matter who your audience is. So before even prioritizing, I had to stop and ask: who’s my audience? Internal, external, engineer, business leader? That reset the foundation.

Applying Empathy Mapping and Customer Understanding

Parks Daniel | 05:35-07:15

So that was my first step. After that, I started using a basic value versus effort framework. Because I have a lot of white space — my products aren’t fully defined yet. I work at Dynamic Yield by Mastercard, which has been innovative in personalization for retail customers. But my challenge is bringing that personalization to financial institutions — banks, or FIs.

That’s tough because the space doesn’t have a lot of examples. So when I think about prioritization, I’m constantly balancing effort and value, figuring out where innovation meets practicality.

Bringing Personalization to Financial Institutions

Rina Alexin | 07:15-07:54

Yeah, there’s a lot of magic in two-by-twos. Okay, so let’s shift to your first 90 days. What did those look like, and how did you set yourself up for success?

Reflecting on the First 90 Days in Product

Parks Daniel | 08:21-10:50

The first 30 days, I was a deer in headlights. My manager was going on maternity leave soon, so I was trying to absorb everything at once. I didn’t know what the product was yet, what questions to ask, or even where to start. But slowly, through conversations, demos, and using the product myself, I began to understand.

By month three, things clicked. I knew the right questions to ask, and I started to feel ownership. The biggest lesson? It’s okay to flounder a bit — learning takes time.

Facing Imposter Syndrome and Building Confidence

Parks Daniel | 10:50-12:04

There’s definitely imposter syndrome. You suddenly realize *you’re* the one responsible. There’s no one else after you — you’re the backstop. That realization hit hard.

The Pressure of Ownership and Responsibility

Parks Daniel | 12:04-13:02

I remember going on a ski trip. I took one long weekend — and on the first run, I got a message: “Your product is broken.” Five different things broke at once. Three teams needed to fix it. I had great help, but that pressure — even on vacation — is intense.

When Things Break — Learning Through Real Challenges

Parks Daniel | 13:02-14:03

Those moments make you question everything — but also remind you why you love it. When the team finally connects the dots and builds something that works, it’s the best feeling. Those “Friday jam” sessions where an idea clicks — that’s why I do this.

Finding Joy in Problem-Solving and Team Collaboration

Rina Alexin | 14:03-15:42

Exactly. Responsibility and ownership are huge in product management. So how do you balance that stress and still stay effective?

Balancing Stress and Ownership in Product Roles

Parks Daniel | 15:42-16:11

Preparation. You can’t predict what’ll break, but you can prepare — know your product’s weak points, plan responses, and build communication channels before problems arise.

Lessons in Preparation and Communication During Crises

Parks Daniel | 16:11-18:41

Also, process helps. I’ve learned to document, communicate clearly, and keep everyone aligned — from engineers to account teams. That reduces chaos when things go wrong.

Looking Ahead — Goals for the Next Three Months

Parks Daniel | 18:41-20:39

Now that I’ve survived the first 90 days, my focus is on strategy — where are we going next? I want to better understand our customers, define a clear roadmap, and bring more structure to stakeholder management.

Managing Internal vs. External Stakeholders

Rina Alexin | 20:39-22:30

Stakeholder management is key — especially when you’re balancing old and new products. How do you navigate that complexity?

Aligning Vision and Building Trust with Stakeholders

Parks Daniel | 22:30-24:11

It’s hard. Everyone wants their requests in the plan. Some assume things are already happening before we’ve committed. You need to listen, empathize, and push back diplomatically.

Handling Conflicting Stakeholder Expectations

Parks Daniel | 24:11-25:59

Stakeholders come from different backgrounds. Some are relaxed, others intense. I’ve had to build boundaries — but also soften them, learning to say “not yet” without saying “no.”

Building Effective Communication and Roadmap Transparency

Parks Daniel | 25:59-28:24

Dynamic Yield has a great roadmap communication strategy — we share internally, then externally, tailoring the message to each audience. Transparency builds trust.

Navigating Cultural Differences After an Acquisition

Parks Daniel | 28:24-29:25

One challenge is merging cultures — Mastercard moves fast; Dynamic Yield works in sprints. Bridging those expectations is tricky but rewarding.

Balancing Speed and Quality Between Teams

Parks Daniel | 29:25-31:09

The tension between speed and quality is real. I respect both sides — we want to move quickly but smartly. Over time, that balance becomes part of the culture.

Defining Ownership and Product Boundaries

Parks Daniel | 31:09-32:49

Defining what product owns is critical — versus account management or delivery. It’s a living process, but clear ownership creates better alignment.

Embracing Feedback and Psychological Safety

Parks Daniel | 32:49-34:45

The best part of working here is the feedback culture — open, direct, honest. It means people feel safe to speak up, which is essential for innovation.

Networking and Transitioning into Product Management

Parks Daniel | 34:45-35:57

Networking is everything. Talk to product people inside and outside your org. Ask if they’re hiring and who else they can connect you to. Ask directly — that’s how doors open.

Where to Connect with Parks Daniel

Parks Daniel | 35:57-36:33

You can find me on LinkedIn — Parks Daniel at Mastercard. I’m also on Instagram, but that’s more yoga than product!

Closing Remarks and Reflections

Rina Alexin | 36:33-End

Thank you, Parks. And thank you all for tuning in to another episode of Productside Stories. I hope today’s insights propel you forward and remind you that every challenge is just another lesson waiting to be learned. Visit us at Productside.com for more free resources — templates, webinars, and product playbooks. Until next time — keep innovating, keep leading, and keep creating stories worth sharing.