How Product Managers Can Do More With less

Welcome and Webinar Overview

Kate Fuchs | 00:00:00–00:04:30
all right, panelists, are we ready to get rolling? how are we feeling?

Joe Ghali | 00:00:00–00:04:30
let’s do it.

Roni Ben Aharon | 00:00:00–00:04:30
rock and roll, let’s do this.

Kate Fuchs | 00:00:00–00:04:30
well, welcome everyone, all over the world. I love—like I said—I love seeing where everyone is from. it’s just a really cool thing to be able to do this.

so welcome. we have a great webinar for you guys today, and we’re thrilled that you took some time to do that, especially in the US on a short week. so thank you for spending this time with us.

this webinar is How Product Managers Can Do More With Less.

in today’s world, delivering exceptional results with the limited resources we might be faced with is definitely a constant challenge. so you’re not alone. we’re here to equip you with some of the strategies, techniques, and tips that will transform your approach. hopefully, we can boost your productivity, efficiency, and Effectiveness as a product professional.

so no matter where you are in your product management journey, we hope we can inspire you and provide some practical insights for you today.

so let me take a really quick minute to introduce our esteemed panelists here with us.

first up, we have Roni from craft.io. he’s got a background in software development and product management, certainly a wealth of experience driving Innovation and leading product teams. from his early days in algorithm and front-end development to his leadership roles at Wix and Booking, Roni has consistently delivered exceptional products. so let’s give a warm welcome to Roni—we’ll give a little round of applause.

Roni Ben Aharon | 00:00:00–00:04:30
hello.

Kate Fuchs | 00:00:00–00:04:30
and then we also have Joe from the 280 Group here. with over 15 years of product management experience at Fortune 100 and 500 organizations, he believes in the power of strong product management leadership and emphasizes transparency, collaboration, and vulnerability within teams. so we’re thrilled to have him as well and have him share his expertise on doing more with less as a product manager. so welcome, Joe—we’ll run with lots of “Joe!” as well.

my name is Kate Fuchs. I’m going to be moderating today. I, too, am with the 280 Group, so I’m thrilled to be here with these two wonderful panelists. so let’s get going.

About 280 Group and Craft.io

Kate Fuchs | 00:04:30–00:08:30
all right. so, who we are—just a quick introduction of 280 Group. we transform product management teams, so we would love to help you do more with less. we would love to help you figure out where to improve upon in your product management journey as a company or as an individual.

so please reach out. you can see our values below there: outcomes over outputs, truth tellers, and one team. we live that every day, and we’d love to join with you and help transform your product organization.

all right, and craft.io—end-to-end product management platform. we’re going to get a little sneak peek as part of what we talk about today. there are some tips that we can offer here as well.

you can see this is a platform for product management teams to help them deliver great products with confidence. you can see the number of things included there. and like I said, we’ll touch on some of those as well.

and at the end of the webinar, we will also… yep, you can see in our chat too, Joe’s already jumping in with some LinkedIn and website information, so we’ll make sure that we can get you guys connected, make sure to follow us.

but at the end of our webinar today, we’ll have some very special offers that I believe today is the last day to grab, so make sure to stick around and take advantage of that as well.

just a little housekeeping: we do have the chat, which I see people using—wonderful, keep those coming. we also have the Q&A open.

if you have a question that you’d like the panelists to answer during, we’re going to have a number of times to just kind of chat and bounce ideas off each other. and of course, at the end we hope to have some good discussion and questions answered. so feel free to throw those in there.

I’ll kind of monitor, and we can answer some offline in the Q&A panel or we can do that aloud for the whole crew. so please feel free to do that. we are recording, and we’ll send that out via email after as well.

Poll #1 – Which Resources Do You Struggle With Most?

Kate Fuchs | 00:08:30–00:13:30
all right. all right, so we have a poll to kick things off. let me go ahead and share our first poll.

the question here is: which type of resource do you struggle with the most right now?

so, our topic is doing more with less—so what is your “less”? what are you saying, “oh my gosh, I don’t have…”?

time

development team

content and product marketing

or UX / CX resources

right?

keep on answering, and I will share with the whole group in a minute. we’ve got about two-thirds of folks answered—keep them coming.

oh, I get to see the results—that’s fun.

feel free to throw in the chat if it’s not represented in one of these four answers, if there’s an area that you’re thinking “this is really my pain point,” throw that in the chat.

all right, QA testing—okay. “all of the above,” yeah, we should have made it an “all of the above.” that would have served for a good poll. I think everyone might have checked all of it.

all right, so I’m going to count down. five, four, three, two, one.

all right, I’m going to share these results out. so check it out. it looks like we’ve got… very close, yeah, very close—lack of resources: time and dev team.

Joe or Roni, any initial takes as you guys take a look at this?

Joe Ghali | 00:08:30–00:13:30
you know, my reaction is: you’ve come to the right place, because we’re going to spend the majority of the webinar talking about your own time as a product leader as well as managing your dev time. I mean, we definitely got you covered in this.

we’re going to cover product and marketing and UX and CX, but you guys have come to the right place.

Roni Ben Aharon | 00:08:30–00:13:30
yeah, this is super interesting. I mean, I can relate also to this poll itself.

you know, time is always very precious to us, and also 2023 has brought some challenges by itself. you know, you find yourself with fewer resources. sometimes you find yourself with fewer product managers next to you, and also fewer general resources such as developers and UX writers and designers and QA and everything that you need.

and strangely enough, you are expected to do not the same but even more, because you need to hit the goals, the next round, the next funding round is just around the corner and you need to be even better.

so we’ll deal with those and see how we can assist.

Using AI to Help Product Managers Do More With Less

Roni Ben Aharon | 00:13:30–00:30:00
so I’ll start by talking a little bit about 2023. as I mentioned, 2023 is challenging, right?

we found ourselves with fewer resources. sometimes you find yourself with fewer product managers next to you, and also fewer general resources such as developers and UX writers and designers and QA and everything that you need.

and you know 2023 is challenging from all aspects.

and if we look at product management life, it’s not easy. there are a lot of tasks that need to be done in order to bring a product into production and bring it to life.

I’m not talking only about the many tasks that product managers are doing, including roadmapping and spec writing and feedback collection and usability testing and communicating with developers.

we also have many peers and many stakeholders, and many dependencies that we have, right? QA and developers and UX and anyone that… and there are a lot of people next to the product table.

luckily, 2023 also brought us a really interesting thing—actually a revolution.

for those of you who’ve been locked in a bunker for the past six months, there’s a new guy in town named ChatGPT, and also his “evil twin,” Google Bard.

basically these tools have brought a revolution. I think it will shape the lives of each one of us. it will change it. and you know, when a huge wave like this comes, it’s better to ride it than be underneath it.

and I think that we should and can use these kinds of tools.

as you can see, it’s really relevant for our daily work of product management tasks.

I’ll talk just briefly about what ChatGPT and Bard are. basically they are chats, so you can interact, ask questions, ask them to do things for you.

if I need to categorize it into two things they are really good at:

Generation, or what is called generative AI—meaning that it writes text for you. you ask questions and it answers your questions. it can write for you blog posts or pretty much anything and assist you with research or stuff like that.

Analysis, which is when you bring your text—maybe a PDF or some text—and it does analysis on that text.

if we look into the product management world, we have various things. I use it on a daily basis for a wide range of things.

first of all, the immediate suspect: it helps me and my team and my peers—my product manager peers—write release notes and support articles.

it’s really great. for example, we’re doing a lot of research, right? sometimes they send you a PDF or they send you URLs to some article, and you can just copy-paste it into Bard, in this example, and it summarizes it for you with nice bullets.

you can also use it to analyze the various feedback that you get. you can get just the main bullet points or the feature requests. or even, it can analyze for you the sentiment of the feedback, which is really good.

and competitive research is great.

another thing that I use it a lot for is proofreading. I’m not sure if you’ve noticed that English is not my native language, but it really helps me in day-to-day life when I need to generate text. since our product is of course international, we interact with international companies, so it really raises the confidence in my language level. it’s really, really good.

Kate Fuchs | 00:13:30–00:30:00
hey Roni, there’s a question in the chat: is there a preference between using Bard versus ChatGPT for efficiency? from your perspective—or I’d even ask Joe—either one of you, is there a difference or a preference?

Roni Ben Aharon | 00:13:30–00:30:00
I can answer that.

both of them are kind of new, and I’m not familiar with a formal comparison or benchmark between the two of them.

from my experience:

ChatGPT provides really good results in terms of code chunks and summarization. I’m using GPT-4, and I strongly recommend it. it also has really cool plugins that you can utilize, and it’s worth the twenty dollars per month.

on Google Bard, the main advantage is that it’s up-to-date and connected to the internet. so, for example, if you have a link that you want to summarize, Bard does really well at that.

for more complex tasks, I try to use them both.

it’s also important to note: they’re always really thrilled to give you an answer—even if they don’t have any clue. so you need to be ready to criticize it and take it in the right manner.

for example, microcopy and everything—it’s really simple and easy to assess. but sometimes when you’re doing competitive research, you really need to challenge the chat and ask follow-up questions.

one of the really cool things is that you can actually make a proper conversation. you can have follow-up questions.

for example, if you want a blog post about a certain domain, you can ask it to summarize, then “please add a summary paragraph and make it fun.”

there are a lot of tweaks. we can later on share some examples.

so that’s about ChatGPT and Bard.

as mentioned, these are great tools for product managers, but they also help you overcome lack of resources with your peers.

for example, a year ago every piece of content was passed via UX writers or content writers—it didn’t matter if it was microcopy or release notes. everything went through content writers.

today, many of our tasks are done independently. I communicate with ChatGPT and ask it for microcopy for a certain pop-up or error message, and it saves a lot of time.

first, it helps overcome the lack of resources. second, it also saves time, because I’m sure all of you know that it takes time to communicate a feature and explain it. sometimes it takes an hour of a meeting just to explain the new feature to the content writer to write the right content.

AI saves this time, and this is quite amazing.

but it’s not only about text.

UX writers and PMMs are quite trivial, but also it’s interesting that it can help ease the pain of lack of resources for developers and even designers.

for example, putting aside that ChatGPT is a huge help for developers and related tools—because it can write code—you can think about it taking some of the straightforward tasks.

and the nice thing is that we, as product managers, can do things like:

let’s say you have a website and you want to test how a button will look if it’s red and centered. you can just ask the chat to provide the CSS, and with minimal knowledge of web development or just the browser, you do right-click and tweak it around. you can see how it works and test it before even talking to developers.

you can bring something more robust to designers or developers.

Kate Fuchs | 00:13:30–00:30:00
question for you, Roni

there was a comment in the chat earlier—“there’s a lack of product owners.”

I want to make sure we clarify something here, and I think it’s important.

I don’t think what we’re saying is “it can replace a person.” we’re not saying, “instead of hiring somebody, if you have AI like ChatGPT or Bard, then you’re good.” it doesn’t replace the human being.

what we are seeing is: giving an AI tool like Bard or ChatGPT the right amount of context can help you with some of the tasks that a product owner could do—like writing user stories or writing epics.

but what needs to happen is we need to provide the right context, so the epics and user stories we get from these tools are meaningful. is that a fair assumption?

Roni Ben Aharon | 00:13:30–00:30:00
so first of all, the most important thing for ChatGPT is: when you start talking to GPT, start with “please.”

“please do that,” because you don’t want to mess with ChatGPT when version six comes. it will remember you if you speak to it impolitely.

besides that, you can think about it as a junior assistant to you, and it can take some of the work.

I would assume that in larger organizations, if it can save, say, 20% of the time of UX writers and you have a lot of UX writers, at the end it can allow the company to reduce the number of writers or developers.

I don’t want to start a hysteria here, but it is a powerful tool.

for product managers, I read an interesting article—later I had it summarized for me—that talked about areas where ChatGPT is strong or less strong. creativity and innovation was one part that wasn’t strong, so we product managers are safe—at least for now.

so, for 2023, we’re good.

Kate Fuchs | 00:13:30–00:30:00
there’s a question in here: “what information do you have to feed AI in order for it to be able to explain a feature? Jira tickets, the code itself?”

you’ve done a little bit of this, Roni. what’s needed so that there’s real value?

Roni Ben Aharon | 00:13:30–00:30:00
prompting becomes an art and a profession.

there’s a new thing called “prompt engineers.”

I did a course just out of curiosity. basically, the rule of thumb is: feed it the most data that you have.

you can copy-paste a complete piece of feedback, for example, and then you delimit it with a symbol, like triple backticks before and after.

then you tell GPT: “okay, I’m giving you feedback that is delimited by triple backticks. I want you to analyze that and output it in the format I’m comfortable with.”

so that’s how.

Poll #2 – How Are You Using AI Today?

Kate Fuchs | 00:30:00–00:36:00
we have a quick little poll, so let’s just jump into that really quickly.

I’m going to open this one up.

we’re curious: how do you use AI to do more with less?

don’t use it at all

marketing trends

feature writing and internal comms

if you have others, please feel free to throw that in the chat as well.

we do have some questions—I’ll kind of summarize some of those too.

a lot of folks are asking if you’ll get a recording or list of the tools. we will certainly be sending that out afterwards. we are recording, and we’ll make sure registrants receive that email with the recording.

all right, let’s see… about half of us have voted—anyone else, go for it.

if you have other ways that you’re using prototypes, or validating your customers’ interest with your product or feature, we’d love to hear what you’re using.

all right, I’m going to end the poll and share in five, four, three, two, one.

it looks like we’ve got: most folks aren’t using it—or at least about half—which hopefully means you found some good tidbits here.

I did put, like I mentioned earlier, a couple webinar recordings in the chat that get into more of the details.

we’ve got some marketing and analysis and trends—about half, about 10% each. user story and feature writing, 18%. and internal comms as well.

so a pretty good spread.

I’m curious, in the chat, if you want to share how you’re using AI in that space—creating questions, summarizing findings, that sort of thing.

Joe and Roni, if you have reactions, I’d love to hear them.

Joe Ghali | 00:30:00–00:36:00
yeah, actually, because I wear a marketing hat and a product hat at the same time—actually multiple hats—

I like the marketing use, because writing social media posts and all that gives me a little concern; I need help with that creativity. feeding it the context really streamlines some of those processes so I don’t have to bother our marketing team.

to me, that’s a big one.

then analysis and trends: Roni mentioned it—submitting a URL or entering a comma-delimited table and asking for key takeaways and recommendations. it’s not perfect the first couple of times, but once you learn how to massage it, it can help you streamline some of those tasks that you don’t have enough time in your day for.

those are my reactions.

Dean, if you are on the call, would show you some really cool techniques on user scoring and feature writing. but again, garbage in, garbage out—you’ve got to focus on really good context building and prompts before you’re going to get meaningful user scores and features.

Roni Ben Aharon | 00:30:00–00:36:00
I can say that if nearly 50% of you pointed out that they don’t use it yet, I warmly recommend it.

it is a revolution. this is one of those revolutions where you don’t want to be the late adopter or the laggard.

think about the mobile revolution—the smartphone. now everyone has a smartphone, and you understand the power of it and the “evilness” in it.

same goes for the AI revolution. it’s a great tool, and it will help you save some of your precious time.

The Hidden Cost of Meetings and Tool Sprawl

Kate Fuchs | 00:36:00–00:45:00
our world—while we’re trying to juggle more with less. does this look familiar today?

Roni Ben Aharon | 00:36:00–00:45:00
yeah. so we mentioned many tasks that product managers and their peers are doing, but basically there is a lot of “in between,” as Kate mentioned.

the first of them is meetings, right? we have a lot of meetings.

I can assume that some of you—or most of you—find it quite familiar to see this kind of calendar. it feels like we have a lot of meetings.

part of those meetings are purely for updating and syncing. you need to update that stakeholder, talk with this developer about this requirement, and there are a lot of ongoing tasks where you have to explain what you’re doing and update your peers and your stakeholders.

that takes a lot of time.

another thing many product managers can relate to is that we’re using a lot of tools, right?

we’re doing PRDs on docs and writing specs in Jira and doing prioritization in spreadsheets and doing the roadmap in PowerPoint. that brings a lot of overhead.

you have to fill the same item in each of those tools, and if something changes, you have tedious work updating your roadmap that’s on PowerPoint, based on prioritization or statuses from Jira.

if you don’t do that, the roadmap just rots. and when it rots, stakeholders come to you and remember the last slide; they want more meetings.

and that takes time. we have—no offense to anyone—but we have real work to do, right?

we want to promote innovation and do the things our users and customers really need. we want to solve problems.

so, to handle this overhead…

Product Management Platforms and Craft.io

Roni Ben Aharon | 00:45:00–00:56:00
in recent years, there are new designated product management tools that have been introduced in the market.

one of them—as a disclaimer—is craft.io, and I’m one of the co-founders and also the CPO.

basically what product management tools do—craft.io is one option, and I’m sure that you’ve heard about others such as Aha—is:

first of all, you do all your day-to-day work in these tools: writing specs, doing prioritization, doing capacity planning, building roadmaps, and so on.

everything is synced seriously to the dev tools.

our main goal is to help you make the right decision on what to build next, but it also saves time.

it’s a single source of truth.

you can think about a long backlog that feeds prioritization views and the roadmap. everything is live.

if, for example, you change the status of an item—or it’s changed and synced from Jira—your roadmap automatically changes.

instead of having to update your roadmap, everything is updated automatically.

then your stakeholders can just click on the link. if they want to get updated, they don’t need to call you. they just have a link, which saves time.

and the other thing about those meetings is that these tools enable you to bring new views and tell the story of what you’re doing and why you’re doing it.

that eventually saves you time in meetings.

instead of having a 30-minute meeting about “why did you make this decision?” or “what’s your roadmap?” or “what’s your prioritization?”, you just send them the right view to the right audience.

that saves a significant amount of time for all the “in-between” tasks.

Joe Ghali | 00:45:00–00:56:00
real quick, let me back up. I think I skipped a slide.

actually, I used craft.io at Kimberly-Clark before I came to 280 Group.

to Roni’s point, if I could summarize a couple of key things—the problems we had at Kimberly-Clark, and a lot of larger enterprises—

demand collection: as product leaders, we’re getting demand from multiple stakeholders—email, Slack, hallway conversations. there’s a lot of wasted time trying to find where all that demand is located.

roadmap management: as Roni said, roadmaps become stale, plus you’re dealing with version control.

and the big one is teamwork with the dev team—in terms of transparency and showing what’s going on in real time versus having outdated content to share with your dev team.

when it comes down to it, as someone who has used tools like Aha and Craft, we first have to remember a couple of things.

if you want to save time, you have to put in the work ahead.

meaning:

you have to get clarity on your roles and responsibilities. what does the PM do? what does the BA or PO do? what does UX do? what does QA do?

you can’t implement a tool without first having your house in order.

you have to make sure there’s some sort of consensus on your product management framework, because the tool is meant to help you reinforce the behaviors that are part of your product management process.

don’t let anyone tell you the way to solve product management at your company is by “putting in a tool.” that’s not the case.

you’ve got to get your ducks in a row, get your responsibilities and accountability aligned.

once you do, tools like Craft are immensely valuable, because they streamline a lot of those processes. they make it easier for you to get your work done. they take away some of the noise that product managers deal with daily.

that’s where the time savings is—because you’re putting out fewer fires. think of this as fire prevention versus firefighting.

that’s how I would look at any of the product management systems.

I will tell you Craft is one of the best, if not the best, out there—but that’s for a different webinar.

Pretotyping – Validating Ideas Before You Build

Joe Ghali | 00:56:00–01:07:00
as we dovetail into this—

we’ve talked about different AI tools. we’ve talked about complementary tools: ChatGPT and Bard. we’ve talked about product management tools.

resource optimization doesn’t have to be complicated.

I want to get down to some simplicity here.

one of the challenges we have as product leaders is making sure that the resources we deploy are on the most meaningful and valuable products for our customers and our organization.

probably one of the most overlooked techniques in the product management space is a concept called pretotyping.

pretotyping is a mashup of “pretend” and “prototyping.”

it’s a set of tools, techniques, and tactics designed to help you validate any idea for a new product quickly, objectively, accurately, and cost-efficiently.

let me dive into this a little bit.

as product leaders, there are three big questions we have to answer:

is it valuable?

is it feasible?

is it viable?

pretotyping answers the question, “is it valuable?”

the difference between prototyping and pretotyping:

prototyping means you’re actually building it and validating whether or not it can work. there’s investment. you’re validating your capability to deliver the value.

pretotyping is before you even do that. it’s about validating the idea with minimal effort.

the question is: how do we get fast failure? how do we know where to best leverage our resources—quickly and with less risk—before deploying development resources?

there are different techniques—concierge tests, Wizard of Oz, landing pages, crowdfunding like Kickstarter.

if anyone has taken our Optimal Product Management class, we talk in more detail about these.

one well-known example is Zappos.

Nick Swinmurn, the founder, wasn’t sure if people would buy shoes online.

instead of building a big e-commerce system, he took pictures of shoes in local stores, posted them online, and when people bought them, he went to the store, bought the shoes, and mailed them.

in a very small, scrappy way, he validated that people were willing to buy shoes online—before investing in a full platform.

another is CarsDirect, where they validated whether people would buy cars online by manually fulfilling early orders.

and going further back, Jeff Hawkins at Palm used a block of wood in his pocket as a pretend PalmPilot to see how often he’d pull it out and what he’d want it to do.

the point is: you validate demand and behavior before you invest.

Roni, you’re doing something very similar right now even on craft.io—what you call a fake door or hidden door. do you want to speak to that?

Roni Ben Aharon | 00:56:00–01:07:00
cool, thank you.

what you see here is basically… we have an idea for part of the onboarding.

we support a wide variety of prioritization methodologies, and we had the concept that maybe we can ask the user to point out which prioritization methodology they use.

it can take weeks or months to build such a tool, and we want to validate it first.

so what we’re doing—as we speak, even this week, today we did one usability test—is:

we asked the developer, “when you click on the thing you see in the pop-up, make it an image.”

as you can see, if a user tries to click it, nothing happens, because all of this is one image. it looks like four buttons, but it’s one image.

what we do:

we validate it by putting this version on a staging environment and doing usability testing.

we see if users actually try to click on it.

if they try to click, it means we’re doing this at the right time and that it is interesting.

the second thing we can do—and this is similar to Wizard of Oz—is that after they click, for example, on RICE, we can do something in our backend: we can add the RICE methodology to their workspace while they are working.

so they see the result, but we save all the time of fully connecting front-end and backend.

instead of the alternative—developing everything from scratch and then validating with A/B testing or usability testing—we validate in a much lighter way.

that saves a lot of time.

if we find out that it doesn’t make sense, that users just click out or don’t use it, we won’t develop it.

we are saving a lot of precious time for all the peers and the full lifecycle of releasing a new feature.

this is something I highly recommend.

it also enforces you to validate your idea, which we product managers sometimes forget, because we get locked on an idea—“this will work for sure”—and we just deploy it and move on.

pretotyping enforces you to validate. it’s a practice I highly recommend.

Poll #3 – How Do You Validate New Ideas?

Kate Fuchs | 01:07:00–01:12:00
we have a poll, so let’s open that up really quickly.

how are you validating your ideas today?

things like:

customer interviews and focus groups

concierge tests

Wizard of Oz tests

landing pages

I see some “customer interviews and focus groups” leading—73% of respondents. that’s interesting.

I’m curious if anyone wants to type in the chat:
is AI helping you create interview questions? summarizing findings? what type of things are you using these tools for in that space?

Joe and Roni, any reactions?

Joe Ghali | 01:07:00–01:12:00
customer interviews and focus groups are good.

there was a question in the chat: you can do multiple. you don’t have to do just one.

depending on the type of product or capability, it may lend itself to one of these other techniques.

if you’re beginning, maybe you’re a startup—you might do a concierge test where there’s more hand-holding.

if you have a digital product, you may do more Wizard of Oz or landing pages.

even if you’re thinking about a startup or new product, that’s where Kickstarter, crowdfunding, or explainer videos come into play.

it really depends on the stage your product is in; that drives which technique lends itself better.

Roni Ben Aharon | 01:07:00–01:12:00
I would add that validation is good not only for validating if a product is viable, but it’s an ongoing effort.

you can have a very mature product and want to test something small in it, or an alteration.

you can save time by validating before building.

ideally, for every new feature, it’s better to validate before. I know sometimes it’s tedious, and you say, “anyway, we’re going to develop it, so let’s save the test time and just develop it.”

but in the longer run, it’s crucial for success to test things out.

Offers, Next Steps, Q&A, and Closing Remarks

Kate Fuchs | 01:12:00–01:15:00
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here are the very special deals that I wanted to make sure you all saw before you might have to jump.

please take this down. we have some wonderful codes and deals. prices go up tomorrow, and the sale ends next Tuesday, so grab it today—this is prime time to do that:

20% off — promo code PMDAY for 280 Group.

you can see the “contact us,” so definitely take advantage of that.

we actually do have a couple classes coming up—a live online one with Bill, and then your very own Joe has a live in-person session in Wisconsin.

if you want to hear more from him, that’s certainly where to go.

I’m going to jump back to our offer slide, but we have maybe one minute to answer questions.

we will certainly follow up with the recording again, and if there are some questions we can answer in that as well.

Joe and Roni, any kind of final words you want to share?

Roni Ben Aharon | 01:12:00–01:15:00
I think we covered basically two main topics:

how to optimize your current tasks

how to choose the right tasks to do

both of them save you precious time and resources.

on a personal note, I really enjoyed this webinar. you guys rock.

thank you everyone who joined the webinar—it was a great time.

Joe Ghali | 01:12:00–01:15:00
what we’re going to do: there are some really good questions we didn’t get to, so we’ll create some videos.

be on the lookout on LinkedIn. I just put my LinkedIn URL in the chat, so follow Roni, Kate, and me, and the Productside and Craft. you’ll see additional videos and blog content coming out.

remember:

when it comes to PM tools, you’ve got to get clarity on roles and responsibilities.

you’ve got to get clarity on your product management framework and make sure stakeholders are aligned.

then you bring on the tool.

you’ve got to get your house in order before you do that.

if you have any more questions, please feel free to type them in the chat or Q&A, and we’ll do our best to get back to you.

Kate Fuchs | 01:12:00–01:15:00
perfect. thank you, Joe. thank you both—this has been wonderful.

and thank you for your participation, everyone.

like I said, we’ll be in touch with some emails. grab these deals before they go.

we’re looking forward to seeing you guys soon. appreciate it.

thank you—have a great day.