Product Management in Industrials with Eric Stevenson

Introduction and Welcome to Productside Stories

Rina Alexin | 00:00–00:41

Hi everyone, and welcome to *Productside Stories*, the podcast where we share the very real and raw lessons learned from product leaders and thinkers all over the world. I’m your host, **Rina Alexin**, and today I’ll be talking with **Eric Stevenson**, the **Director of Product Management, Marketing, and Pricing at PPG Architectural Coatings**.

We’ll be discussing product management from the lens of the industrial and manufacturing industry — a topic that impacts the very physical world around us.

Eric Stevenson | 00:41–01:15

Thanks for having me, Rina. I’m excited to be here. I got into product management kind of by accident — I’m a chemical engineer by degree. I moved from manufacturing to supply chain and eventually collaborated with a product team on vendor-managed inventory systems for a major customer. Seeing how product management connected with customers fascinated me, and that curiosity sparked a career I’ve loved for nearly 20 years. :contentReference[oaicite:0]{index=0}

Lessons from Lighting and Medical Device Industries

Eric Stevenson | 08:55–10:18

Working in different industries taught me that it’s not just about developing a product — it’s about how you deliver it. At GE Lighting, we sold millions of bulbs, whereas at Philips Healthcare, I managed premium CT machines — just 200 units a year. The cycles, logistics, and risks were completely different, but the **core product management skill set remained the same**. :contentReference[oaicite:1]{index=1}

The Role of Customer Research and Validation

Eric Stevenson | 11:55–13:35

Developing a CT machine takes three to five years, so if you get the value proposition wrong, the cost to fix it is massive. We invested heavily in **customer advisory boards** — diverse groups we’d engage to validate problems and rank features by “must-haves” versus differentiators. The more you do that work upfront, the greater your success at launch. :contentReference[oaicite:2]{index=2}

Managing Product Lifecycles and Obsolescence

Eric Stevenson | 14:02–14:55

In the lighting industry, cycles moved every nine months — performance doubled, price halved, and you had to transition products efficiently. Promotions and bulk project discounts helped move old inventory before the new versions hit the market. Managing obsolescence taught us agility even in manufacturing. :contentReference[oaicite:3]{index=3}

Transitioning Product Management Skills into the Paint Industry

Eric Stevenson | 17:45–19:18

At PPG, the skills transfer directly. The paint industry adds complexity through **vast distribution networks** — from manufacturing to 500 PPG retail stores and 2,000 Home Depots. Managing replacements, transitions, and sustainability led us to create **recycled paint programs**, reducing waste and promoting circular production. :contentReference[oaicite:4]{index=4}

The Importance of Cross-Functional Leadership

Eric Stevenson | 20:20–21:53

Product managers must lead cross-functionally. My day ranges from talking to sales and finance to supply chain and R&D. We must align architects, designers, contractors, consumers, and retailers — everyone. That’s what makes industrial product management both challenging and rewarding. :contentReference[oaicite:5]{index=5}

Lessons from a Challenging Product Launch

Eric Stevenson | 21:53–25:08

We once launched a new texture spray system we thought would be a hit. Early contractor feedback was phenomenal, but when it hit retail, it underperformed. Our mistake? Launching nationwide too fast. In hindsight, a **regional pilot** would’ve revealed key product issues earlier. The lesson — slow down, learn, and scale thoughtfully. :contentReference[oaicite:6]{index=6}

Building Credibility Through Realistic Forecasting

Eric Stevenson | 27:45–28:42

Many teams overestimate ramp-up speed. When I joined PPG, we learned that **forecasting conservatively builds credibility**. Realistic projections earn leadership trust and make future innovation easier to fund. :contentReference[oaicite:7]{index=7}

Turning Success into Scale: The Spray Paint Story

Eric Stevenson | 31:33–33:50

We introduced a new spray paint for one customer — and it unexpectedly went viral. Other retailers noticed and wanted it too. The excitement was huge, but so were the capacity challenges. Scaling quickly became our “good problem.” Managing that growth required creative manufacturing partnerships and logistics planning. :contentReference[oaicite:8]{index=8}

Adapting Value Propositions for Different Markets

Eric Stevenson | 34:45–36:00

The spray paint originated in our **automotive division**, then we repositioned it for DIY consumers. That required new messaging and value propositions. Understanding how different customer segments perceive and use the same product is key to successful rebranding. :contentReference[oaicite:9]{index=9}

Testing Products and Gathering Customer Feedback

Eric Stevenson | 36:06–37:12

We run focus groups, claims testing, and informal internal tests — sometimes giving employees paint to take home and use. That instant, practical feedback is invaluable. The combination of **structured research and everyday use** reveals insights formal studies might miss. :contentReference[oaicite:10]{index=10}

Advice for Aspiring Product Managers in Industrials

Eric Stevenson | 37:39–38:53

There’s no degree in product management — it’s learned by doing. Be curious, accept challenges, and embrace uncertainty. I’ve led PMs from marketing, finance, and R&D backgrounds — success comes from openness and continuous learning. :contentReference[oaicite:11]{index=11}

The Dynamic, Ever-Changing Nature of Product Management

Eric Stevenson | 39:00–40:15

No two days are the same. One day, I’m troubleshooting raw material obsolescence with R&D; the next, strategizing with sales on new business. That’s what makes product management thrilling — you see the entire business, from vision to execution. :contentReference[oaicite:12]{index=12}

Closing Reflections and How to Connect with Eric

Rina Alexin | 40:25–End

Eric, this was such an insightful conversation. Thank you for sharing your lessons on leadership and innovation in industrial product management.

Eric Stevenson | End

Thank you, Rina. Anyone can connect with me on **LinkedIn — Eric Lee Stevenson**. I’m always happy to talk about product strategy, leadership, or manufacturing innovation.