The hardest part of product leadership isn’t building the product. It’s bridging the gap between those who build it – and those who sell it.
In one meeting, you’re deep in conversations about tech architecture and scalability. In the next, you’re aligning on market positioning, revenue goals, and go-to-market timing.
The True Role of a Product Leaders
Great product leaders don’t just sit between engineering and commercial teams. They translate between them.
- They turn technical constraints into strategic clarity.
- They convert business objectives into product priorities.
It’s not about compromise – it’s about connection.
One of the most valuable lessons I’ve learned is this:
You can’t align a team around a product vision unless that vision is grounded in both user needs and business outcomes.
What Helps Bridge the Gap
Here are a few practices I rely on to make that translation real:
- Link roadmap items to business impact: Every feature should support growth, efficiency, or differentiation.
- Bring engineers into the business narrative: Context fuels smarter decisions and deeper engagement.
- Challenge stakeholders to define the problem – not just the solution: Don’t chase features; pursue outcomes.
Leading at the Intersection
The intersection of product, tech, and business isn’t a traffic jam. It’s where innovation happens.
🔍 As product leaders, we need to be bilingual—fluent in systems architecture and revenue strategy.
Because true product leadership isn’t about saying yes to everyone. It’s about making vision real, for the business and the user.
