💚 Helping Developers & Leaders Balance Wellbeing and Success 🚀 | Software Developer | Leader | Mindset Coach | Personal Trainer | Mental Health First Aider

I’m a Software Engineering Manager and coach with 24+ years of experience building and leading high-performing software engineering teams. My unique focus blends engineering leadership with a deep commitment to mindset, wellbeing, and sustainable performance.I’ve coached software engineers and leaders on leadership, mindset, and wellbeing and have spoken and delivered workshops at international conferences on these themes. My aim is to shape engineering culture at scale and raise the bar for how we support our teams to grow and thrive.Whether leading teams, mentoring individuals, or building automation tools and scalable systems, I believe that small, intentional habits—at both the individual and team levels—compound into extraordinary impact.

Richard Donovan

Principal Product Manager @ Dell | Managed Services and Cloud Product Management | Author of Product Management IRL

As the Lead Product Manager at Dell Technologies, my focus is on pioneering managed services that seamlessly integrate with third-party providers.  My expertise in defining XaaS offers and developing managed services from incubation to market introduction has been instrumental in sales growth and service delivery. Collaborating with an extensive virtual team, I've negotiated key contracts and empowered a product team dedicated to year-over-year growth, all rooted in a deep understanding of software product management and networking.

Amy Mitchell

A hidden skill in product management: handling conflict.
 
David Pereira helps us choose progress over picking a fight:
 
🔹 Words shouldn't hurt you
         Step back
         Control your response
 
🔹 Choose a path forward
          Build the future instead of arguing the past
 
"You will face many conflicts before you succeed."

Open article: The powerful skill almost nobody has. by dpereira.substack.com

I recently spoke with Dr. Tim Varelmann, a specialist in mathematical optimization and operations research, about how he worked with a product team on a planning system.

They had built a prototype that automated purchasing decisions. It followed the rules. It reduced manual effort.

Leadership still hesitated.

The team clarified what they were optimizing for and how trade-offs should be handled. Once that was defined, review conversations changed and trust started to build.

It changed how I think about recommendation products.

When our products allocate, price, or plan, we are encoding decisions into software. The question is whether those decisions reflect the strategy of the business.

When your product makes decisions, are the trade-offs clear to everyone reviewing the output?

Tim and I wrote about the full story in my latest newsletter. 
🔗

Open article: Your Prototype Works. But Should Anyone Trust It? by amycmitchell.substack.com

Your Prototype Works. But Should Anyone Trust It?

I used this simple slide while reviewing a new capability with a product manager.
 
We realized something interesting:
 the capability was clear, but the offer and business signals weren't.
 
Over time these accumulate.
I think of them as bright spots. Impressive capabilities that never connect to the product system.
 
One quick test I’ve started using with teams is four questions:
 
• Which offer does this capability strengthen?
• Which solution becomes more complete because of it?
• Where does it appear in the sales motion?
• Which business signal should move if it succeeds?
 
This often takes a quick conversation to link capabilities to the product.
🔗 https://lnkd.in/guMy7vVN

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