Transforming Project Mindsets into Product Success with Corre Curtice, VP of Product at Genesys

Introduction and Welcome to Product Stories

Rina Alexin | 00:00–00:35

Welcome everyone to another episode of *Product Stories*! I’m so excited about our conversation today with **Corre Curtice**, VP of Product at Genesys. We’ll be talking about product management — specifically how to transition teams from a project-based mindset to a product-oriented culture.

Corre’s Path from Development to Product Management

Corre Curtice | 00:35–02:15

Sure! So straight out of college, I went into development. I spent about seven years developing software for financial institutions, creating tools for insurance and annuity products. Later, I joined a global systems integrator where I worked on large ERP implementations — projects with NASA and DuPont, among others. That’s where I became fascinated by how configurable software products could serve many use cases.

I soon realized I was more drawn to product management than pure development. My first major opportunity came when I consulted for AOL, where I managed international business systems. That experience hooked me — I never looked back.

Lessons from Early Product Management at AOL

Corre Curtice | 02:15–04:00

At AOL, the portfolio I managed was technically sound and innovative — unified communications, video conferencing, wikis, early social platforms — but we were ahead of the market’s readiness to invest. That experience taught me a big lesson: even with brilliant ideas, you need **patient investors** and a **market ready for adoption**.

Aligning Investors and Building Patience for Innovation

Corre Curtice | 04:00–06:30

It’s not enough to have internal buy-in — you must continuously present a compelling **business case**. Some returns take time. You need investors, internal or external, who believe in the **vision**, not just the financials.

Engaging Stakeholders and Communicating the Journey

Rina Alexin | 06:30–08:20

That’s such an important distinction. Product managers often have to bridge the short-term expectations of stakeholders with long-term vision.

Corre Curtice | 08:20–10:40

Exactly. It’s all about **evangelizing** your product and backing it with data — from customer insights, sales forecasts, and analyst trends. Product management is about showing the **journey**, not asking for blind faith.

Why Non-Commercial Teams Need Financial Acumen

Corre Curtice | 08:20–10:40

Even in non-commercial teams, financial acumen is crucial. Every initiative requires a business case — whether it’s cost savings, efficiency, or indirect revenue impact. PMs must measure and demonstrate results, adjusting when needed.

Transforming from Project to Product Mindsets

Corre Curtice | 10:40–13:45

Project success is measured by **scope, budget, and schedule**. Product success is measured by **value and impact**. That’s a fundamental mindset shift. You need change management and patience to move teams from “Did we deliver on time?” to “Did we deliver outcomes?”

Change Management and Stakeholder Alignment

Corre Curtice | 13:45–16:05

You can’t flip a switch to create product culture — it takes time, communication, and repetition. Align on targets early, establish baselines, and communicate continuously. Stakeholders must feel involved throughout the process.

Understanding Stakeholder Psychology

Corre Curtice | 16:05–18:15

Sometimes, detractors need personal conversations. One-on-one settings allow for candid dialogue. Understanding communication styles — analytical, expressive, reserved — helps tailor how you deliver your message.

Communication in Group vs. One-on-One Settings

Rina Alexin | 18:15–20:32

Exactly. People often agree publicly but disagree privately. Leaders must foster multiple channels of communication — both group and individual — to uncover real opinions.

Moving from Feature Delivery to Business Outcomes

Corre Curtice | 20:32–23:10

Many teams still act like project managers, delivering features instead of solving problems. Product teams should prioritize business outcomes — focusing on **discovery** and data-backed decisions rather than stakeholder wish lists.

Discovery as the Foundation for Product Thinking

Corre Curtice | 23:10–25:30

Discovery helps teams build credibility. Use data to support or challenge requests, and dedicate time to innovation, stability, and customer needs. Balance is key.

Core Skills Every Product Manager Should Have

Corre Curtice | 28:10–31:25

Top PM skills? **Communication**, **influence without authority**, **financial understanding**, and **curiosity**. PMs sit at the center of every conversation — from finance to engineering — and must speak everyone’s language.

Hiring for Will vs. Skill

Corre Curtice | 31:25–33:10

When hiring, I value **will** even more than **skill**. Skills can be taught; will and curiosity cannot. Tenacity and drive define great product people.

Advice for Aspiring Product Managers

Corre Curtice | 33:10–35:20

Explore everything — products aren’t just software. They’re services, hardware, and even experiences. Product management exists wherever value is created. Stay curious, explore industries, and never stop learning.

Closing Reflections and How to Connect with Corre

Rina Alexin | 35:20–End

Thank you, Corre, for sharing such incredible insights.

Corre Curtice | End

Thank you for having me! You can connect with me on LinkedIn — **Corre Curtice** — or reach me directly via email. I love connecting with fellow explorers in product.