Ed Biden
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edbiden.bsky.social
Ed Biden
@edbiden.bsky.social
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I post super practical advice and templates for product leaders. CPO | Product Advisor | Hustle Badger co-founder LinkedIn: https://www.linkedin.com/in/edbiden
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๐—–๐—”๐—ฅ๐—˜๐—˜๐—ฅ
โ€ข Amazon leadership principles
โ€ข Career development plan
โ€ข Interview frameworks
โ€ข Action words for CVs
โ€ข VP onboarding plan
โ€ข Role mapping
โ€ข CV template

๐Ÿงต7/8

#product #productmanagement
๐— ๐—”๐—ก๐—”๐—š๐—œ๐—ก๐—š ๐—ฃ๐—˜๐—ข๐—ฃ๐—Ÿ๐—˜
โ€ข Onboarding new joiners
โ€ข Competency framework
โ€ข 1:1 meeting template
โ€ข Performance Review
โ€ข Interview guide
โ€ข Weekly update
โ€ข Hiring plan

๐Ÿงต6/8
๐—ฅ๐—˜๐—”๐—Ÿ ๐—˜๐—ซ๐—”๐— ๐—ฃ๐—Ÿ๐—˜๐—ฆ (๐— ๐—ถ๐—ฟ๐—ผ๐˜€)
โ€ข Strategy examples
โ€ข Jobs to be done examples
โ€ข Roadmap examples
โ€ข PRD examples
โ€ข Customer Journey Map examples
โ€ข Backlog examples

๐Ÿงต5/8
๐—˜๐—ซ๐—˜๐—–๐—จ๐—ง๐—œ๐—ข๐—ก
โ€ข Product launch channel strategy
โ€ข Stakeholder engagement plan
โ€ข Quarterly planning timeline
โ€ข Product launch checklist
โ€ข Product org diagnostic
โ€ข Product launch plan
โ€ข DECIDE framework
โ€ข Product backlog
โ€ข Delivery review
โ€ข Decision log
โ€ข OKRs
โ€ข PRDs

๐Ÿงต4/8
๐—ฆ๐—ง๐—ฅ๐—”๐—ง๐—˜๐—š๐—ฌ
โ€ข Ideation workshop
โ€ข Problem definition
โ€ข Screening survey
โ€ข Jobs To Be Done
โ€ข 7 Powers matrix
โ€ข Team overview
โ€ข Snap strategy
โ€ข 6x Roadmap Templates
โ€ข Strategy deck
โ€ข Impact model
โ€ข PR/FAQs
โ€ข AI Maturity Model
โ€ข Digital Maturity Model

๐Ÿงต3/8
๐—ฆ๐—ง๐—ฅ๐—”๐—ง๐—˜๐—š๐—ฌ
โ€ข Strategy development plan
โ€ข Strategic context briefing
โ€ข User interview questions
โ€ข Customer Journey Map
โ€ข Sales request backlog
โ€ข 7 Powers cheat sheet
โ€ข Team cost calculator
โ€ข User interview guide
โ€ข Metrics cheat sheet
โ€ข Discovery template
โ€ข User research plan

๐Ÿงต2/8
โœ… โœ… โœ… Templates for Product Managers โœ… โœ…

Many of our templates are ๐—™๐—ฅ๐—˜๐—˜. All come with:
โ€ข Detailed how-to guide
โ€ข Explanation of the principles

So you know how to adapt and apply them.

Get them here: www.hustlebadger.com/what-do-prod...

๐Ÿงต1/8
๐Ÿ”ฅ Our FREE class schedule is updated ๐Ÿ”ฅ

Every Hustle Badger webinar is about practical skills:
> Driving Impact
> AI Evals
> Leading without Authority
> World Class Product Orgs
> Working with sales
& more

๐Ÿ‘‰ luma.com/hustlebadger...

#product #productmanagement

You need to balance theory with pragmatism.

Talk about risk.
โ€ข What are you all comfortable with?
โ€ข How can you reduce it as fast as possible?
โ€ข What are the alternatives?
And life gets in the way:
โ€ข Hitting short term metrics.
โ€ข Down-time of engineering.
โ€ข Showing youโ€™re delivering at all.

BUT That's all theory.
In reality, discovery is politics.
You need enough evidence to have buy-in.
๐—›๐—œ๐—˜๐—ฅ๐—”๐—ฅ๐—–๐—›๐—ฌ ๐—ข๐—™ ๐—–๐—ข๐—ก๐—™๐—œ๐——๐—˜๐—ก๐—–๐—˜:
โ€ข Intuition. i.e. you thinking on your own
โ€ข Planning. i.e. you thinking with your team
โ€ข Research. i.e. lots of customer interviews, surveys, references
โ€ข Data. i.e. AB testing, closed betas, fake door tests

More risk = higher up the hierarchy of confidence.
๐——๐—ฅ๐—œ๐—ฉ๐—˜๐—ฅ๐—ฆ ๐—ข๐—™ ๐—ฅ๐—œ๐—ฆ๐—ž:
โ€ข Effort to build. i.e. engineering cost
โ€ข Downside scenario. i.e. what happens if we're wrong
โ€ข Company maturity. i.e. revenue at risk
โ€ข Opportunity cost. i.e. what else we could build
๐—•๐—”๐—ฆ๐—œ๐—– ๐—˜๐—ค๐—จ๐—”๐—ง๐—œ๐—ข๐—ก ๐—ง๐—ข ๐—ฆ๐—ข๐—Ÿ๐—ฉ๐—˜:
Confidence > Risk
๐——๐—œ๐—ฆ๐—–๐—ข๐—ฉ๐—˜๐—ฅ๐—ฌ ๐—”๐—ฆ ๐—ง๐—›๐—˜ ๐—”๐—–๐—ง ๐—ข๐—™ ๐—ฅ๐—˜๐——๐—จ๐—–๐—œ๐—ก๐—š ๐—ฅ๐—œ๐—ฆ๐—ž
โ€ข Discovery reduces the risk of not making a return
โ€ข There are four main risks (value, usability, tech, business)
โ€ข Discovery is expensive, so you only do as much as necessary. Faster is better
๐—ฃ๐—ฅ๐—ข๐——๐—จ๐—–๐—ง ๐—œ๐—ฆ ๐—”๐—ก ๐—œ๐—ก๐—ฉ๐—˜๐—ฆ๐—ง๐— ๐—˜๐—ก๐—ง ๐—œ๐—ก ๐—ง๐—˜๐—–๐—›
โ€ข Product teams are expensive (~ยฃ1m a year)
โ€ข That's an investment in technology from the CEO
โ€ข She wants a return on that investment
โ€ข PMs are primarily responsible for making sure the CEO gets that return
How much discovery is enough?

That's a tricky question to answer, because as always "it depends"...

Let's start at the beginning.
But what do you think?
Does the product trio still works today?
Or has it quietly outlived its usefulness?

11/11

โ€œ๐—ง๐—ต๐—ฒ ๐—ณ๐˜‚๐˜๐˜‚๐—ฟ๐—ฒ ๐—ถ๐˜€ ๐—ต๐—ฒ๐—ฟ๐—ฒ โ€” ๐—ถ๐˜โ€™๐˜€ ๐—ท๐˜‚๐˜€๐˜ ๐—ป๐—ผ๐˜ ๐˜„๐—ฒ๐—น๐—น ๐—ฑ๐—ถ๐˜€๐˜๐—ฟ๐—ถ๐—ฏ๐˜‚๐˜๐—ฒ๐—ฑ.โ€
The best teams are already operating beyond the trio.

10/11
Itโ€™s about ๐˜๐—ฒ๐—ฎ๐—บ๐˜€ ๐˜„๐—ถ๐˜๐—ต ๐—ฟ๐—ฎ๐—ป๐—ด๐—ฒ โ€” people who:
โ€ข Go deep in one discipline
โ€ข Stay fluent in adjacent ones
โ€ข And share two common instincts: ๐—ฐ๐˜‚๐˜€๐˜๐—ผ๐—บ๐—ฒ๐—ฟ ๐—ฒ๐—บ๐—ฝ๐—ฎ๐˜๐—ต๐˜† and ๐—ฐ๐—ผ๐—บ๐—บ๐—ฒ๐—ฟ๐—ฐ๐—ถ๐—ฎ๐—น ๐˜€๐—ฒ๐—ป๐˜€๐—ฒ

9/11
๐—ช๐—›๐—”๐—ง ๐— ๐—”๐—ง๐—ง๐—˜๐—ฅ๐—ฆ ๐—ก๐—˜๐—ซ๐—ง
The future isnโ€™t about trios.

8/11
PMs are prototyping.
Designers are writing SQL.
Engineers are thinking about pricing strategy.

Thatโ€™s not because of AI magic โ€” itโ€™s because the best teams already worked this way.

7/11
Itโ€™s exposing how narrow our role definitions really were.

Itโ€™s flattening the walls โ€” showing how much overlap thereโ€™s always been.

6/11