4 Weeks (8 hours)AU$2100, NZ$2300


Product Management
Leadership Essentials

With a small group of product leadership peers, we'll dig into tough organizational, economic, and executive-level issues. We'll share real-world experiences. We'll discover that most product leaders are wrestling with a common set of internal selling challenges.

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Last Day to Apply: February 7th

Course dates: February 13th, 20th, 27th and March 5th (Tuesdays)
at 8am AEDT and 10am NZDT

Four 2-hour sessions on Tuesday mornings


You'll share insights and learn leadership techniques.

With a small group of your PM leadership peers, we'll dig into tough organizational, economic, and executive-level issues. We'll share real-world experiences. We'll discover that most product leaders are wrestling with a common set of internal selling challenges.

Learn how to speak the language of money

The language of executives is money. Unlike with your technical teams, the C-suite can't hear anything that doesn't include a currency symbol. We'll review the economics of products vs. services, how to "sell" discovery work to execs, and we'll practice "count the digits" revenue-speak. We'll peek into the heads of sales and marketing execs.

Improve how you communicate your team's value

How does Product Management actually add value? Execs often think PM should make development go faster, so we (as PM leaders) need to continuously highlight how relentless discovery savvy product thinking reduce "product waste," and how clear product strategy gets more useful value out of our maker/engineering/design teams.

Improve how you manage priorities and buy-in

Sales/marketing/other execs usually don't agree with each other. We'll unpack why each department inevitably translates corporate strategy into competing priorities, and why executives have "roadmap amnesia." Then we'll look at various tools (R&D pie charts, swim lanes) to drive grudging agreement for plans and roadmaps.

Learn to merchandise product wins

Few outside R&D understand what product managers do, so we need to relentlessly identify and share successes in language our internal audiences understand. We can use demos, thank yous, customer wins, and updates as ways to make heroes of our PM-designer-engineering teams.

Construct more productive and happier maker teams (product + engineering + design)

As leaders, we need to show our organizations that we are delivering great products, which boosts morale and retains talent. And we'll dissect the product manager/product owner problem.

Role-play some leadership challenges

We're all wrestling similar problems. Role-playing some typical conflicts in a safe space with our peers can prepare us for the real thing. How might we handle single-account thinkers, unhappy senior PMs, self-important technologists, or frustrated CEOs?


Rich Mironov and Tasneem Gould

Experienced instructors you can trust

Rich MironovCEO &
Smokejumper CPO

Rich is a 40-year veteran of Silicon Valley product management including 6 startups (2 IPOs), 15 interim VP/CPO roles, and more than 200 software consulting clients.

He coaches product leaders and parachutes into software companies as the interim VP Product Management/CPO. He founded Product Camp, has been blogging about software product management since 2002, and wrote "The Art of Product Management" (2008).

For the last 5 years, his talks and writings have been focused on C-Level product leadership issues, especially helping Product/ Engineering/ Design groups (aka Maker Teams) work better with Sales/Marketing/Implementation organizations at B2B/enterprise software companies.
His "Four Laws of Software Economics" and other fundamental product observations have been forwarded to CEOs by product leaders thousands of times.

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Tasneem GouldPrincipal,
GSD Alliance

Tas is excited to work closely with Rich to bring our shared expertise to super-charge Australian and New Zealand tech businesses to take on the world.

Tas brings her 25 years of product management, product marketing, and agile delivery experience to NZ’s only product management agency. GSD Alliance help product people and teams be more effective, efficient and impactful through coaching, mentoring and training, as well as taking on fractional product leadership roles to help set up businesses for success.

Tas specializes in helping large, complex B2B product teams, often with multiple hardware and software components, navigate the challenges of a shifting tech and business landscape by levelling up their product discovery, delivery and operational functions.

She is a founder member of Product Aotearoa, has run the Christchurch NZ Product Tank for 8 years, and is a Professor of Practice teaching Product Management, Go to Market and Agile-related topics at the University of Canterbury.


Current Product Leaders

Audience is current product Directors, VPs and CPOs who are managing teams of product managers (and perhaps POs, designers/UX, and analysts)
Focus is on product leadership challenges, working better with other functional execs, understanding organizations, why GTM folks do what they do
This will be a safe place to talk about real issues, practical approaches, and the C-level challenges many of us face


What people who have taken the course are saying

Thanks for consistently enlightening us with unparalleled product wisdom and actionable insights!

This class had the clear exec language and exact sound bites I needed to help convince leadership of the potential financial impact of key efforts, and limited expected value of others.

An excellent course for seasoned product leaders: discussing key topics and issues that we deal with every day.

There was tremendous value in the peer discussions and group exercises - this cohort-based course delivered!

Packed with insights. This course has helped me frame where I need to grow as a product leader, plus how to help people under me grow.

Insightful, pragmatic: we navigated real challenges of product leadership. No BS or silver bullet - just sharing decades of experience

Content is spot on, Rich is a great coach/teacher/facilitator, and the flow during class was great.


Course Syllabus

Week 1

Product waste, distance, and first principles: how do we improve our odds of building what the world wants to buy?

What do product managers actually do, and how do we add value (versus engineers and designers)?

What's a maker team? Who's on it? Which org models work, and which are deeply flawed?

Week 2

"Money stories" and the language of executives: how do we talk about revenue instead of tech and "sell" good product strategies to the C-suite?

Presenting trade-offs: portfolio pies of overall R&D investments, magic bullets, and the chocolate cake problem of adding "just one more thing"

CEO role-playing exercise: why do they act the way they do?

Week 3

Why relentlessly sharing product wins is essential to PM credibility and career pathing

Boosting company morale and appreciation through virtuous THANK YOU cycles

Group exercise around conceptualizing new products

Week 4

"Poop umbrellas" versus "poop funnels"

The core responsibilities of product leaders: building a team; driving strategy; growing cross-functional collaboration; C-level alignment

Aggressively delegating product work to our teams

Role-planning of people management situations


Tuesdays - February 13th, 20th, 27th and March 5th

We'll have four 2-hour sessions on Tuesday mornings. (Rich will be a day behind, joining on his Monday afternoons.)

Sydney/Melbourne/AEDT: 8-10am
Auckland/NZDT: 10am-Noon

All sessions are over Zoom with your carefully curated cohort of product leaders. You DO NOT need to subscribe to Zoom to participate in the course.


Active hands-on learning

We'll meet live via Zoom. A small cohort of your peers means lots of real-time discussion, laughs, honest sharing, and maybe a little PTSD.

And Rich brings decades of product leadership experience, so provides hard-won insights on every topic.

Apply Today
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