In this episode, Leah and Marilyn sit down with Mike Maynard, Chairman at Napier B2B PR & Marketing, to unpack why B2B is far from boring. Mike shares why complex buying committees make B2B uniquely challenging, how synthetic personas can help but never replace real conversations, and why respect for the problem (not just the proposed solution) is essential. Along the way, they dig into the pitfalls of surveys, the role of product-led growth in long development cycles, and what it takes to move products from “nerds” to “norms.”

Key Takeaways

1. B2B decisions are complex and committee-driven — success means understanding multiple perspectives (engineers, CEOs, finance, InfoSec) and tailoring your approach accordingly.
2. Surveys often mislead — synthetic personas and data can support you, but nothing replaces real conversations with customers in context.
3. Respect the problem, not just the solution — product managers must look beyond what customers ask for, uncover the root issue, and bring all stakeholders’ voices into the room.

In this candid conversation, hosts Leah and Marilyn talk with product leader Charity about ambition, burnout, and the elusive art of slowing down. From unexpected career starts to the relentless pursuit of the next goal, they explore how high-achievers push themselves (sometimes too far) and what it takes to recognize when it’s time to rest. The episode offers a mix of personal stories, leadership insights, and practical reflections on sustaining both success and well-being.

3 Key Takeaways

• Ambition can be double-edged. The same drive that fuels achievement can also lead to exhaustion if left unchecked.
• Rest rarely happens by accident. True downtime often requires intentional boundaries and self-awareness — and sometimes the courage to walk away.
• Leaders set the tone. Your energy impacts your team; burnout in leadership can ripple outward in ways you might not realize until later.

In this episode of Practical Product Management, Leah and Marilyn are joined by Greg Weinger—SVP of Product at SheerID and founder of the Powerful Introvert podcast and newsletter. Greg shares his journey from engineer to product leader, revealing how introversion and deep self-reflection became the unexpected keys to his leadership success.

Together, the trio explores what it takes to scale product in growth-stage startups, the push-pull between customer success and product strategy, and how to work with enterprise clients without losing your soul (or your roadmap). They also dive into why companies often overlook quiet leadership and how to build inclusive teams that surface better ideas.

Key Takeaways

1.Introverts can be exceptional leaders—but the workplace must create space for them. Leaders don’t have to be loud. Influence often grows from reflection, calm, and clarity.

2. Customer success and product must partner—not compete—for priority. When enterprise customers make asks, product teams must balance strategic focus with relationship value.

3. Scaling a product doesn’t mean scaling chaos. Greg breaks down how enduring product-market fit, clarity of purpose, and good customer success can drive scale without losing your soul.

In this episode of Practical Product Management, Leah and Marilyn are joined by Alesha Cronie, a seasoned engineering leader with a talent for bringing cross-functional teams into alignment.

The trio dives into what true collaboration looks like—beyond roles, titles, or processes. They explore how product managers and engineers can build trust, navigate ambiguity, and influence one another without ego. Alesha shares how she works with strong personalities, deals with vague vision statements, and why transparency and storytelling are essential leadership tools.

With laughs, real talk, and some hard-earned lessons, this episode is a must-listen for anyone trying to build better software—and better teams.

Key Takeaways

1. Trust is built through context and transparency. Frame your questions, share your intent, and give people space to bring their expertise to the table.
2. Iteration isn’t just “breaking things into smaller pieces.” It’s about delivering real value sooner—and requires collaboration between product and engineering on how to slice the work.
3. Stay in your lane—but know when to blur the lines. PMs shouldn’t be committing code, and engineers shouldn’t be solving business problems in isolation. Collaboration thrives when everyone plays their part—while staying connected to the whole.

In this episode of Practical Product Management, Marilyn and Leah talk with Ryan Scott, Head of Product: AI and Innovation at DNA Behavior.

Ryan shares how learning his own behavioral style has shaped the way he leads, communicates, and builds product strategy. They explore how self-knowledge supports better collaboration, why it’s worth investing in shared language across teams, and how great leaders make space for diverse thinking styles.

A thoughtful and practical conversation about the inner work of great product leadership.

3 Key Takeaways

1. Self-Knowledge Is a Leadership Advantage Understanding your own behavioral style—how you communicate, process, and respond—helps you lead with clarity and consistency.
2. Shared Language Builds Stronger Teams Behavioral tools can give product and engineering teams a shared framework for understanding one another and reducing friction.
3. Good Leaders Ask Curious Questions Ryan emphasizes the importance of inquiry over certainty, especially in roles that span strategy, innovation, and cross-functional leadership.

In this special anniversary episode of Practical Product Management, Leah and Marilyn celebrate one year (and 33 episodes!) of no-fluff, real-talk product leadership. They reflect on what it’s taken to stick with the podcast, why they started it in the first place, and what it’s meant to have each other through the ups and downs of careers in tech.

They dive into some of their favorite guests and episodes, what makes a conversation great (and what doesn’t), and share honest thoughts about growth, AI, agency waste, and why roadmaps are mostly fiction. At its core, this episode is about friendship, longevity, and the love of building things that matter—with the people who matter.

Key Takeaways

1. There’s Power in Sticking With It Many women leave tech mid-career—and product leadership can be lonely. This podcast started as a way for two friends to stay connected and talk about real problems. A year later, it’s still about that (and it still matters).
2. Frameworks Don’t Build Products—People Do Marilyn and Leah have worked across industries, teams, and countries—and the lesson is always the same: theory is great, but nothing replaces curiosity, experimentation, and showing up with integrity.
3. Product Work Is Changing—And It Should From the AI hype cycle to shifting DEI conversations to the breakdown of “growth” as a silo, the future of product management demands new thinking. Real innovation will come from those brave enough to question how things have always been done.

In this episode of Practical Product Management, Marilyn and Leah sit down with newly retired product leader Steve Jasper to explore the human side of product leadership. With decades of experience in payments at companies from startups to Big Tech, Steve brings deep insight into how great leaders grow, not just themselves, but the people around them.

This conversation goes beyond frameworks and roadmaps. Marilyn and Leah talk with Steve about the power of mentorship and sponsorship, the art of giving meaningful feedback, and the importance of building trust within teams. They also dig into the realities of burnout, why it’s so common among product leaders, and what it actually looks like to lead with intention instead of exhaustion.

Warm, thoughtful, and full of real-world wisdom, this episode is a must-listen for anyone building teams, navigating career growth, or trying to be a better human at work.

Key Takeaways

• Mentorship and Sponsorship Are Not the Same - Mentorship is guidance. Sponsorship is action. Steve shares how real career growth often hinges on having someone who will speak your name when you’re not in the room—and how to pay that forward.
• Feedback Is a Gift (If You Give It That Way) - Great product leaders give clear, kind feedback—even when it’s hard. Steve talks about how honest coaching can unlock growth and how teams thrive when trust runs both ways.
• Your Team Doesn't Need a Superhero, They Need a Human - Burnout happens when leaders confuse value with volume. Steve reminds us that showing up with curiosity, presence, and vulnerability is far more powerful than working 80-hour weeks.

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In this episode of Practical Product Management, Marilyn McDonald and Leah Farmer welcome their longtime friend and former colleague Geno White, founder of Dockett Ellis Consulting and a seasoned technology strategist with a career spanning Microsoft, Amazon, Expedia, Moderna, and more. Together, they explore what it means to bring real product leadership into complex environments.

Geno shares hard-earned lessons from his years building software systems and leading change at scale: how to cut through misalignment with simple questions, why so many companies misunderstand what it means to be “product-led,” and how to coach executives and teams toward shared understanding and lasting results.

The conversation is full of warmth, humor, and sharp insights—plus practical advice on managing conflict, building cross-functional alignment, and knowing when (and when not) to raise your hand.

Key Takeaways

1. Rigor Isn’t a Buzzword—It’s a Commitment Everyone wants to “build like Amazon” until they realize how much discipline and accountability that really requires. Geno reminds us that frameworks don’t fix culture. Rigor does.

2. Clarity Beats Complexity Complex systems are solvable. Complicated BS is not. Geno breaks down how asking simple (and persistent) questions exposes misalignment—and builds shared understanding.

3. You Were Hired for a Reason—Act Like It One of Geno’s most famous pieces of advice? Don’t raise your hand too early. You don’t need to prove your worth by doing everything. Wait until you know how to win, then go all in.

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