Supra

"You need to be loud and assertive to be influential." This is the biggest myth in product leadership. Last month, we hosted an incredible Supra speaker session with Yue Z. (fmr Product Exec at Fuzzy, Meta, and Thumbtack). Her counter-intuitive insight? The most influential PMs aren't the loudest or most aggressive. They focus on three pillars: 1/ Be knowledgeable ? Master your domain? ? Know your metrics cold ? Understand adjacent areas ? Stay current with industry trends 2/ Be accessible ? Make it easy for others to reach you ? Share context proactively ? Break down silos ? Build bridges across teams 3/ Be kind ? Lead with empathy ? Give credit generously ? Support others' growth ? Create psychological safety The reality?? True influence comes from being someone others WANT to work with. Not from being the loudest voice in the room. What other traits have you found essential for building influence?

Building a high-caliber product leadership community is hard. But sometimes, the stars align perfectly. This month, we welcomed 75 exceptional product leaders into Supra after personally interviewing 300+ candidates in under 3 months. The results? A new cohort I'm super proud of. Here's what new members are saying (unprompted): "Hey Marc, just writing to say that I love what you've built here and who you've assembled into this community." Another one that made my day: "After a quick scan of Slack and future events, I am thoroughly satisfied about joining Supra. It is exactly what I was looking for. The cost isn't chump change, but the quality is worth every penny. I downloaded Slack on my phone for the first time because I want to stay involved - as opposed to turning communication off in other communities." But what's even more validating? Existing members recognizing the caliber of our new cohort: ? "Checking out #intros, you've brought some heavy hitters into Supra with the latest cohort!" ? "Great recruits in the recent Supra cohort." Building this community has been the most rewarding experience of my career. Why? Because I get to learn from the smartest (and kindest) product leaders in the US every single day. And we're just getting started. Onwards ??

I've helped hundreds of people prepare for interviews and see them repeating the same mistake: They don't realize that recruiters are often their allies. The truth is that recruiters want you to get the job. Filling the role is their win too. Having worked with hundreds of candidates and gotten to know many recruiters, I’ve learned they’re like sales teams: they build funnels and work to close openings quickly with the best candidates. That’s why they’re often on your side. This insight is why Marc and I were thrilled to chat with Sunny Chaudhary at Riviera Partners, a top retained search firm for product leaders. In this conversation, we uncovered what’s really happening in the product leadership hiring market: ?? Why AI is now table stakes for product leaders ?? Breaking into AI product roles ?? What separates the top 1% of candidates ?? How to clarify expectations (before it’s too late) ?? Negotiating comp packages like a pro If you’re navigating the job market as a product leader, don’t miss this one. Check it out here: https://lnkd.in/eCfdxspj

The #1 mistake candidates make with exec recruiters? Treating them as neutral gatekeepers rather than strong allies. This limiting belief can cost you your dream job. In a recent Supra Insider podcast, Sunil Chaudhary (Exec Recruiter at Riviera Partners) shared a counterintuitive insight: The top 1% of candidates understand that recruiters want them to succeed. A win for you is a win for them. Here's Sunil's playbook for turning recruiters into allies: 1/ Request specific preparation guidance: ? "What will I be asked in this interview?" ? "Tell me about my interviewers - their priorities, influence, quirks" ? "What patterns have you seen from past candidates?" 2/ Ask the golden question: "Why did previous candidates fail?" Their answer will tell you more than any prep guide. 3/ Don't take "no" for an answer.? (But only when you truly believe they got it wrong) One candidate got rejected for "not being inspiring enough." They pushed back, requested another conversation with the hiring manager, and landed the role. 4/ Make their job easier by being crystal clear about: ? What roles you want ? Your non-negotiables? ? Your compensation expectations Top recruiters love intentional candidates.? The more your story fits the role, the easier it is for them to sell you. Remember: The best recruiters want to fill roles quickly with great candidates. __ Our full episode with Ben Erez and Sunil Chaudary covers: ? The state of Product hiring in 2024 ? What's making top candidates win in this market ? Where product comp is heading ? Remote work: The great reversal? ? And much more! Full episode in the comments ??

10 years ago I met an accomplished product exec who was enjoying career and personal life while only working 3 days a week. Here's what I learned: There's a very small number of people who impacted the trajectory of my career and Gibson Biddle is on that list. A decade ago, Gib joined Life360 as an Interim Chief Product Officer for 3 days a week after executive roles at Netflix and Chegg. His goals were to level up the entire product function at the company, pull us out of the weeds to think about product strategy, and become more hypothesis-driven. While I was a pretty junior member of the team at that point, I enjoyed full access to Gib through his product review sessions, 1:1 coffees, and his afternoon talks where he tried out new formats with the product team, his guinea pigs. I was a sponge, the osmosis was strong, and the learning was rapid. I learned so much from Gib about tradeoffs, goal-setting, experimentation, user research, and more. But most importantly, Gib was a role model for a different reason: he was the first truly successful exec I met who also seemed to be fully enjoying life professionally and personally at the same time. His way of life was inspiring. If you're looking to learn more about life outside the "traditional" route, this conversation is for you. Check it out here: https://lnkd.in/d59Bw2CH

Searching for your next product leadership role but not sure where to look? Every two weeks, I'll be posting a curated list of open Product Leadership Roles at leading companies to help people who are actively looking for jobs. For context: I run Supra, a private community of high-caliber product leaders, so I have access to roles our community members are hiring for and jobs posted in our job-openings Slack channel. Here are the most interesting roles: ???????? / ???? ???? ?????????????? ?????????? - Zoom is looking for a Head of Product - Digital Customer Experience (Conversational AI) - https://lnkd.in/dhB-MKm4 - JPMorganChase is hiring a Vice President – Product Manager, Digital Payments - https://lnkd.in/dhrxgSb7 - Robinhood is hiring a Head of Product, Money? - https://lnkd.in/dbdgc83n - EarnIn is looking for a Vice President, Product Management - Growth? - https://lnkd.in/dGYajUjM ????????????????/ ???? ???????????????? ???? ?????????????? - Adobe is hiring a Director, Product Management (Enterprise Firefly Model Customization) - https://lnkd.in/dUVCZw53 - Yext is looking for a Director, Product Management (Pages, Search, Chat) - https://lnkd.in/dQZqbBQK - Gartner is hiring a Director, Global Product Management Communications? - https://lnkd.in/dBWqpT2V - Roblox is looking for a Director of Product (Social Communication) - https://lnkd.in/dU3c59SM - 1password is hiring a Director, Product Management, Growth - https://lnkd.in/dziVb_Uk ?????????? ???? / ?????????????? ???????? - Google is looking for a Group Product Manager Lead, End-to-End Workflows, Google Cloud - https://lnkd.in/d__zZm47 - Intuit is hiring a Group Product Manager, A2D? - https://lnkd.in/d_WYc4Xe - Adobe is looking for a Group Product Manager, Creative Cloud Education? - https://lnkd.in/dCSyPE3f - Neuron is hiring a Group Product Manager, Core Products - https://lnkd.in/d_Jdgwd2 - ZocDoc is looking for a Group Product Manager - https://lnkd.in/d_4qW2UR - Strava is hiring a Group Product Manager, Trust & Safety? - https://lnkd.in/dQ4JY6TV ??????????????????/Staff / ???????? ??M - Zapier is hiring a Sr. Product Manager, Multi-Product Billing (Catalog) - https://lnkd.in/dzr4Du24 - Microsoft is looking for a Principal Product Manager (Teams) - https://lnkd.in/dTVx25Na - Toast is hiring a Principal Product Manager- Platform - https://lnkd.in/dWra_Eap - Quora is looking for a Principal Product Manager - Creators, Poe (Remote)? - https://lnkd.in/dQ-6_vFF - Calendly is hiring a Staff Product Manager, Monetization & Pricing? - https://lnkd.in/dTf_Nk82 - Patreon is looking for a Staff Product Manager, Community - https://lnkd.in/dyvGZsad ???? ?????? ???????? ??????????, ?????????? ?????? ?????? ?????????? ???????? portal ???????? +50 ???????? ?????????? > https://lnkd.in/d2aUVhRJ If you know someone looking for a job or hiring, tag them in the comments or repost this post to help spread the word.

Tomorrow, I'll post 45+ exciting new product leadership roles for folks looking for: ??Head / VP of product ??Director of product ??Group PM ??Principal-level PM roles. Subscribe to get these new open roles via email in 24hrs: https://lnkd.in/d4Jms2JC

2024 is the year I decided to invest big on LinkedIn. The results? ? 5x audience growth in 10 months ? Dozens of meaningful connections ? Significant business growth for Supra While I'm still learning, here are 9 counterintuitive lessons that worked for me: 1/ "Consistency > perfection" is the golden rule Most people obsess over making each post perfect. Don't. Focus on hitting "publish" 5x per week. Build the consistency muscle first, then optimize for quality. 2/ Find your LinkedIn growth squad Growing on LinkedIn feels lonely. The solution? Find 2-3 others who are also committed to growing their presence. Create a group chat. Share wins and losses. Keep each other accountable. 3/ Your first three lines make or break your post I spend 60% of my time writing the post and 40% crafting those first three sentences. Why? Because if your hook doesn't grab attention, nothing else matters. Think of your post as a funnel. 4/ Batch writing is your secret weapon Block 2 hours every Sunday/Monday. Write all your posts for the week. Schedule them. This simple habit will 10x your consistency. 5/ Let data guide you Study your metrics religiously. Double down on what works. Cut what doesn't. These insights will shape: ? What topics to focus on ? Best times to post ? Ideal post length 6/ Master LinkedIn's algorithm quirks The platform rewards: ? Strong hooks ? Images/videos ? High engagement (e.g. comments) It penalizes: ? External URLs ? Posting when your audience is offline 7/ Engage with every comment Reply to everyone who takes the time to engage with your content. This builds community and signals to LinkedIn that your content sparks meaningful discussions. 8/ Study the masters Find 3-5 creators with 500k+ followers. Analyze their: ? Post structure ? Content themes ? Engagement patterns ? Profile setup Everything they do is intentional. 9/ It's ok to use AI to assist your writing ...as long as it doesn't dilute your voice and style. Remember: Your unique voice and experiences are what make your content valuable. What other tips would you add to the list? ?? --- Enjoy this? Follow Marc Baselga for similar posts.

What's a Principal PM at a Series C/D company in NYC making these days? Base Salary: $215k?-?$280k Incentive Comp (Bonus + Equity, Annualized): $180k-250k Question for the broader product community: ? Is this data consistent with what you're seeing in the market? ? What product role and (private) company size should we cover next? More details about the salary benchmark: ? Level/seniority of the role: Principal ? Amount raised: $100-150M The ranges above come from a combination of sources: 1) Fair Offer 2) What I've seen from Supra members's offers 3) Exec recruiters. Just so you know, the equity numbers for seed stage by Fair Offer are way higher than I've seen in other places, so please take a look at the equity numbers I shared at the top of the post. To increase salary transparency, I will post Salary benchmarks for product leadership roles at private companies every two weeks. I also shared how to leverage Fair Offer to access these insights in the comments. --- Enjoy this? Follow Marc Baselga for similar posts.

Over the last two years, I've chatted with 500+ Group PMs and Directors of Product. Most of them faced 7 common challenges when they became managers. 1/ Most companies fail to provide new managers proper training. The skill sets required to be a great manager are very different from those that made you an excellent IC. Yet most companies don't have the necessary education and support infrastructure to help new managers thrive. This is shocking since training new managers is one of the highest-leverage investments a company can make. 2/ Time management is a constant challenge. New managers juggle IC work, people management, and self-development. They feel they are always reacting to fires, behind on tasks, and rarely have time for deep work.?Supra?members endorse two time-management frameworks: 1) Radical Delegation (Shreyas) to free up time; 2)Top-Goal Strategy (Matt Mochary) to prioritize deep work 3/ It's not you—management feels lonely for everyone. GPM promotions require rebuilding peer networks and finding trustworthy allies. Vetted communities or mastermind groups offer safe spaces for troubleshooting challenges and peer support. 4/ There's a misperception around what successful managing up looks like. Many new managers think good managing up involves influencing leadership to gain their trust, support, and resources. The reality is effective "managing up" is centered on building empathy for leadership by 1) aligning your manager's and company goals, 2) adapting to your manager's working style, and 3) presenting problems to leadership in a manner that makes helping easy. 5/ It's hard to find the right balance when delegating work. New managers struggle to empower employees while maintaining control. Keeping initiatives on track and team members empowered is challenging. Providing the right context to set teams up for success and not being afraid to exert control when things get off-track are both important skills to master. 6/ Addressing poor performance is critical. New managers often hesitate, but quick action is key. Learn from those who've wished for earlier intervention. 7/ Remote management is hard. Building trust and rapport from afar isn't easy, and micromanagement risks loom. Delegating effectively and empowering remote employees remains an ongoing puzzle. New managers must adapt to unique challenges and seek targeted support. Focusing on growth, refining priorities, and finding a support system paves the way for success. What else would you add to the list? I'd love to start a discussion in the comments. ?? --- Enjoy this? Follow Marc Baselga for similar posts.