# Product Management Published articles for Product Management. This is one page of public article previews, not the complete archive. Follow Next page to continue. Summaries are not the original full articles. ## Loyalty, Leveled Up: How We're Building the Next Generation of Rewards DevFeed: [Loyalty, Leveled Up: How We're Building the Next Generation of Rewards]() Original publisher: [Read original article]() Author: Global Technology Published: 2026-09-15T13:14:46Z Content type: article Language: en Sources: [McDonald's Technical Blog - Medium]() Topics: [Product Management](), [Mobile](), [personalization](), [App]() Tags: [app](), [customer-experience](), [loyalty-program](), [mobile](), [personalization](), [platform](), [product-management](), [technology](), [user-experience]() ### AI overview McDonald's describes how its teams redesigned the Rewards experience as a loyalty platform rather than a simple rewards list. The work focused on reducing friction, improving personalization, and integrating rewards into the mobile ordering journey. By September 2026, the redesigned experience was live across the company's lead Global Mobile App markets. ### Source excerpt From simpler experiences to smarter systems, this is how loyalty evolves at global scale. by Sara Robertson, Sr. Manager, Product Management Quick Bytes Loyalty operates at massive scale, but customer research showed that finding, understanding, and using rewards didn't always feel easy in the moments that mattered most By rethinking loyalty as a platform -- not just a rewards list -- teams reduced friction, introduced scalable personalization, and embedded value directly into the ordering journey The result is a simpler, more intuitive loyalty experience designed to grow with customers and support long-term global scale Loyalty at McDonald's operates at a scale few brands have ever achieved. Every day, millions of customers engage with McDonald's Rewards -- each with their own habits, preferences, and expectations. As the program grows, so does our ambition: deliver a loyalty experience that feels effortless, personal, and genuinely valuable for everyone. That ambition is tied to a clear leadership focus: continuing to grow our global loyalty customer base by making loyalty so intuitive, flexible, and valuable that it becomes a natural part of how customers use the app. As McDonald's continues its journey to build one of the world's leading loyalty programs, simplicity and customer value remain at the center of every decision. That's why teams across Product, Engineering, and Experience Design -- together with cross-functional partners across the Global team, segments, and markets -- collaborated to reimagine the loyalty experience. As of September 2026, the experience is now live across all of our lead Global Mobile App (GMA) markets. Designing for growth starts with reducing friction Customer research made one thing clear early on: loyalty was valuable, but engaging with it didn't always feel easy. Customers told us rewards could be hard to find, confusing to understand, or disconnected from the actual moment they were ordering food. Too often, rewards were remembered ## 7 Weak Product Management Signs DevFeed: [7 Weak Product Management Signs]() Original publisher: [Read original article]() Author: David Pereira Published: 2026-09-10T12:29:44Z Content type: opinion Language: en Sources: [Untrapping Product Teams]() Topics: [Product Management](), [Artificial Intelligence](), [prompt]() Tags: [ai](), [product-management](), [prompt](), [roadmaps]() ### AI overview This opinion revisits seven signs of weak product management, arguing that easier AI-assisted shipping can create the appearance of progress while teams continue to neglect problem definition and desired outcomes. ### Source excerpt I wrote the 7 signs to keep myself honest. Today, every one of them is a prompt away. ## Bullshit Management Didn't Die. It Got Automated. DevFeed: [Bullshit Management Didn't Die. It Got Automated.]() Original publisher: [Read original article]() Author: David Pereira Published: 2026-09-03T12:27:11Z Content type: opinion Language: en Sources: [Untrapping Product Teams]() Topics: [Product Management](), [Requirements](), [Artificial Intelligence](), [Large Language Model](), [User Stories]() Tags: [2026](), [generate](), [llms](), [product-management](), [requirements](), [user-stories]() ### AI overview The author revisits the concept of "bullshit management" and argues that practices such as gathering requirements, maintaining extensive backlogs, and producing management reports have persisted while AI has automated or amplified parts of them. The supplied text presents this as an opinion-based critique, emphasizing that polished outputs may conceal limited customer understanding and learning. ### Source excerpt Four years ago I named it. A million reads later, it's back with better tools. ## Meta Offers Equity Retainers as Engineers Consider Leaving After Layoffs and Reassignments DevFeed: [Meta Offers Equity Retainers as Engineers Consider Leaving After Layoffs and Reassignments]() Original publisher: [Read original article]() Author: Gergely Orosz Published: 2026-08-20T18:08:45Z Content type: opinion Language: en Sources: [The Pragmatic Engineer]() Topics: [Meta](), [Product Management](), [Software]() Tags: [anthropic](), [engineering](), [equity](), [google](), [jobs](), [leaving](), [meta](), [openai](), [product-management]() ### AI overview The article argues that Meta's layoffs and forced reassignments prompted engineers to seek other jobs. It reports that Meta began offering large equity retainers to some departing senior engineers, including those considering moves to Google, Anthropic, and OpenAI. ### Source excerpt In what was predictable: Meta's layoffs and forced reassignments pushed engineers not impacted by either to look for a new job. Meta is now offering large equity retainers, and it doesn't seem working ## Engineering Managers' Involvement in Product Decisions DevFeed: [Engineering Managers' Involvement in Product Decisions]() Original publisher: [Read original article]() Author: Anton Zaides Published: 2026-08-11T06:01:00Z Content type: opinion Language: en Sources: [Manager.dev]() Topics: [Product Management](), [context](), [Claude](), [Claude Code]() Tags: [claude](), [claude-code](), [context](), [engineering](), [engineering-manager](), [product-management]() ### AI overview The article argues that engineering managers should participate more actively in product decisions and business discussions. It cites a survey of more than 950 engineering managers, finding that 45% of experienced managers were barely involved and only 16% were very involved in product decisions. ### Source excerpt Only 1 out of 6 EMs is involved in product decisions ## Delivering safer, age-appropriate experiences on Google Play DevFeed: [Delivering safer, age-appropriate experiences on Google Play]() Original publisher: [Read original article]() Author: Android Developers (noreply@blogger.com) Published: 2026-07-29T13:00:00Z Content type: news Language: en Sources: [Android Developers Blog](), [Android Developers Blog]() Topics: [API](), [Google](), [App](), [Availability](), [Product Management]() Tags: [api](), [app](), [apps](), [australia](), [brazil](), [canada](), [google](), [partnership](), [platform](), [privacy](), [product-management](), [safety]() ### AI overview Google Play is expanding its privacy-preserving Age Signals API to all Play developers globally. The API lets parents share a child's age range with apps through Google Family Link, enabling developers to tailor safety experiences, content, features, and settings to different audiences. The rollout starts with Australia and Canada after its existing availability in Brazil, followed by a global rollout later in 2026. ### Source excerpt Posted by Paul Feng, VP of Product Management, Google Play Providing a safe online experience and protecting users from harm is a top priority at Google Play. We take this responsibility seriously and have been investing continuously to offer baseline protections on our platform while also empowering parents with the tools they need to make decisions for their families. Importantly, we also want to empower Play developers with the capabilities to deliver age-appropriate experiences based on their app's content. To support this, today, we are taking another big step in our ongoing partnership with parents and developers by announcing the expansion of the Google Play Age Signals API to all Play developers globally. Building on current availability in Brazil, we will expand this experience first to users in Australia and Canada by mid-August, with a full global rollout to all users later this year. Empowering developers to create age-appropriate experiences The Play Age Signals API is a privacy-preserving tool that puts parents in the driver's seat allowing them to share their child's age range (e.g. 16-17) directly with apps. It also enables adults to easily share their age when prompted by the app developer. In turn, developers receive the signals they need to tailor their own in-app safety experiences and content for users in an age-appropriate way. We want to give developers the ability to choose the right protections for the nature of their app. A weather app, for example, shouldn't need the same safety settings as entertainment or media apps. Rather than enforcing one-size-fits-all rules, we give developers the flexibility to choose how they integrate safety signals. With this reliable signal, you retain complete agency to tailor your app's content, features, and settings to match your audience. Users have a choice to share their age range in a privacy-friendly way Simplifying controls for parents Parents shouldn't have to manage complex safety settings across do ## TBM 432: Bundling & Unbundling Capabilities (and AI) DevFeed: [TBM 432: Bundling & Unbundling Capabilities (and AI)]() Original publisher: [Read original article]() Author: John Cutler Published: 2026-07-26T10:53:39Z Content type: opinion Language: en Sources: [The Beautiful Mess]() Topics: [Product Management](), [centralization](), [Development](), [Code]() Tags: [ai](), [centralization](), [code](), [development](), [product-management]() ### AI overview This commentary argues that capabilities once bundled into product management have separated into specialized roles and disciplines, while also being distributed across teams, tools, platforms, and external partners. It presents AI-related changes as one of several simultaneous patterns, including specialization, diffusion, centralization, integration, embedding, and rebundling. ### Source excerpt Early in my product career, I wore many hats. ## What does a platform product manager do? DevFeed: [What does a platform product manager do?]() Original publisher: [Read original article]() Author: Mallory Haigh Published: 2026-07-23T08:14:05Z Content type: article Language: en Sources: [Platform Engineering Blog]() Topics: [Platform Engineering](), [internal developer platform](), [Product Management](), [Developer experience]() Tags: [architecture](), [developer-experience](), [developer-platform](), [developers](), [engineering](), [internal-developer-platform](), [management](), [organizational](), [platform](), [platform-engineering](), [platforms](), [product](), [product-management](), [product-strategy](), [strategy](), [technical](), [user-research]() ### AI overview This guide explains the role of a Platform Product Manager (PPM) in driving strategy for an Internal Developer Platform. PPMs connect technical platform capabilities with developer needs through user research, feedback loops, roadmaps, stakeholder management, and outcome metrics. The article distinguishes product thinking from project management and describes how continuous prioritization and clear platform boundaries support adoption. ### Source excerpt Platform Product Managers drive internal developer platform strategy, bridging technical capabilities and developer needs through research, roadmaps, and stakeholder management. ## Product Discovery for Product Managers in 2026 DevFeed: [Product Discovery for Product Managers in 2026]() Original publisher: [Read original article]() Author: Paweł Huryn Published: 2026-07-22T20:01:35Z Content type: tutorial Language: en Sources: [The Product Compass]() Topics: [Product Management](), [Usability](), [Users]() Tags: [2026](), [discovery](), [guide](), [product-management](), [risk]() ### AI overview This guide explains why product discovery remains important for product managers in 2026, even as shipping becomes faster and cheaper. It focuses on validating ideas, managing product risks, and deciding what to build before committing resources. ### Source excerpt You can ship an idea the same day you have it. That's why discovery matters more, not less. What changed, what didn't, and what to learn. ## How to choose and adapt product management frameworks DevFeed: [How to choose and adapt product management frameworks]() Original publisher: [Read original article]() Author: Bart Krawczyk Published: 2026-07-22T12:30:48Z Content type: article Language: en Sources: [LogRocket Blog]() Topics: [Product Management](), [Frameworks]() Tags: [article](), [frameworks](), [how-to](), [product-management](), [tools-and-resources](), [uncategorized]() ### AI overview An article about choosing and adapting product management frameworks to fit product stage, constraints, problem type, and business context. It argues that frameworks such as RICE, JTBD, OKRs, Kano, and MoSCoW are starting hypotheses rather than universal answers, and emphasizes reading the situation before selecting or modifying a framework. ### Source excerpt Learn how to choose and adapt product management frameworks based on your product stage, constraints, problem type, and business context. The post How to choose and adapt product management frameworks appeared first on LogRocket Blog. ## Designing for One DevFeed: [Designing for One]() Original publisher: [Read original article]() Author: Jon C. Phillips Published: 2026-07-05T23:45:00Z Content type: opinion Language: en Sources: [Jon C. Phillips]() Topics: [designing for one](), [Product Management](), [Software](), [Open Source]() Tags: [articles](), [audience-building](), [building](), [code](), [design](), [designing-for-one](), [digital-products](), [music](), [open-source](), [photography](), [product-engineering](), [product-management](), [side-projects](), [software](), [web-development](), [workflow]() ### AI overview "Designing for One" explores the appeal and hidden costs of building software for a single user: yourself. The article argues that this approach creates fast feedback, clear priorities, and highly opinionated products, while shortcuts around labels, instructions, and empty states become liabilities when other people start using the product. ### Source excerpt No audience to picture and no personas on the whiteboard. There's no imagined user whose confusion you have to design around. It's just you with the problem in front of you. You have the freedom to solve it exactly the way your own brain wants it solved. ## The AI-Native PM Roadmap: A Live Session Every Week, First 3 Free DevFeed: [The AI-Native PM Roadmap: A Live Session Every Week, First 3 Free]() Original publisher: [Read original article]() Author: Paweł Huryn Published: 2026-07-01T23:08:13Z Content type: article Language: en Sources: [The Product Compass]() Topics: [Product Management](), [Artificial Intelligence](), [Claude Code](), [vs-code](), [Claude](), [codex]() Tags: [ai](), [claude](), [claude-code](), [codex](), [product-management](), [sessions](), [vs-code]() ### AI overview The article announces a weekly live, hands-on roadmap for product managers learning to use AI agents. The first three sessions are free and cover Claude Cowork, Codex, and Claude Code in VS Code, with live demonstrations, materials, homework, recordings, and later premium sessions. ### Source excerpt One live, hands-on session every week. The first three are free, from Claude Cowork to Claude Code in VS Code. ## The generalist EM's reading list DevFeed: [The generalist EM's reading list]() Original publisher: [Read original article]() Author: Anton Zaides Published: 2026-06-09T06:01:00Z Content type: article Language: en Sources: [Manager.dev]() Topics: [Product Management](), [User experience (UX)](), [Framework]() Tags: [books](), [engineering](), [generalist](), [learning](), [product-management]() ### AI overview A reading list of seven books intended to help engineers and engineering managers learn the basics of adjacent technology professions, including product management, design, user research, customer experience, business, marketing, and growth. The excerpt discusses Competing Against Luck and The Design of Everyday Things. ### Source excerpt 7 books to easily catch up with non-engineering professions in tech (number 3 is a must read) ## From Build to Adoption: A Playbook for Driving Platform Migration DevFeed: [From Build to Adoption: A Playbook for Driving Platform Migration]() Original publisher: [Read original article]() Author: Astha Purohit Published: 2026-06-02T00:21:44Z Content type: tutorial Language: en Sources: [Walmart Global Tech]() Topics: [Platform Engineering](), [migration](), [consistency]() Tags: [cost](), [migration](), [platform](), [platform-engineering](), [product-management](), [scope](), [teams]() ### AI overview This article shares lessons from 18 months of building an internal platform and driving tenant adoption. It explains why migration often progresses slowly despite a successful launch, because tenant teams face engineering costs, regression risk, calendar pressure, and competing priorities. It presents platform adoption as a distinct challenge from platform delivery. ### Source excerpt What 18 months of building an internal platform -- and driving tenant adoption -- have taught me. The common mistakes, and six phases for doing it right. The strange quiet after launch Six months after we built and launched an internal platform, I thought adoption would be easy. The reality couldn't have been more different. Adoption often takes longer than expected because tenant teams already have working systems, and migration carries real cost. The new system is working. The integration guide exists. The kickoff meetings have happened. And yet the pace of migration is slower than expected. Building a platform has a kind of urgency. There are sprints, demos, design reviews, exec readouts, and finally a launch announcement. Architecture diagrams get refined each week. A go-live date appears on a roadmap, and everyone sprints toward it. Then the platform ships, and the real work starts. I've spent the last 18 months building and launching an internal platform at Walmart and have been leading its tenant onboarding. This is a piece about what I've learned -- including the mistakes -- about platform adoption. AI Generated ImageThe most expensive assumption in platform engineering: "If we build it, they will come." It is comforting because it makes adoption someone else's problem. The platform team builds; the tenant teams choose. We tell ourselves that if the platform is good enough, the choice will be easy. But the tenant team already has a working system. It is integrated, instrumented, and understood. It carries years of bug fixes and accumulated edge cases. When tenant teams are asked to migrate, it feels like taking on a tax -- engineering effort, regression risk, calendar pressure -- in exchange for a benefit that mostly accrues down the road, while pulling engineering bandwidth away from higher-priority work today. Yes, there are real benefits: consistency across the company, a lower long-term cost of ownership, shared capabilities that scale across teams, and capabi ## Past, Present, and Future of Product Managers DevFeed: [Past, Present, and Future of Product Managers]() Original publisher: [Read original article]() Author: David Pereira Published: 2026-05-28T12:27:42Z Content type: opinion Language: en Sources: [Untrapping Product Teams]() Topics: [Product Management]() Tags: [product-management]() ### AI overview An opinion article on how product-manager roles vary across organizations and may evolve over time. The author argues that product management is changing rather than ending, and advocates end-to-end responsibility focused on creating value for businesses and customers. ### Source excerpt Everyone right now is trying to guess the future of PMs. ## Whatnot's Product Culture and the Changing Role of Product Managers DevFeed: [Whatnot's Product Culture and the Changing Role of Product Managers]() Original publisher: [Read original article]() Author: Whatnot Engineering Published: 2026-05-14T16:01:00Z Content type: opinion Language: en Sources: [Whatnot Engineering]() Topics: [Job](), [Software]() Tags: [ai](), [ecommerce](), [industry](), [job](), [leadership](), [people](), [product-management](), [software](), [software-engineering]() ### AI overview Tom Verilli discusses Whatnot's deliberate product culture and argues that the product manager role has become diluted by organizational scale, hiring growth, and management incentives. He suggests that succeeding in an AI-driven industry depends on doing the right product work rather than relying on tools alone. ### Source excerpt Tom Verilli | Chief Product Officer In the last two years, 31,832 people applied to be a Product Manager at Whatnot. We hired one. You're twice as likely to hit a hole in one as you are to get a job by simply applying. That's not a process failure. I've been building products -- and product teams -- for over a decade, and one of the biggest factors in deciding to come to Whatnot ~3 years ago was the very deliberate product culture. No one knows what it means to be a PM in the world of AI, but everything I see says the industry is moving towards us and how we build here -- because no tool will make you useful if you aren't doing the right job. First: we have to acknowledge that the average PM is deeply average. The product function emerged in response to scale -- engineering teams got too big for CEOs or GMs to manage directly, so a business <> tech conduit was needed. Over time, we lazily generalized the role to "every time you hire an Engineering Manager, you hire a PM". But where an Eng Director managed 30-40 people through their EMs, a PM Director just managed five. Incentives govern the world, so those directors' jobs became "justify growing my eng partners headcount" so they could, in turn, grow theirs to become a VP. Slowly, the role of junior PMs shifted from "CEOs of the product" to "babysitters of buttons" and product-minded engineers to infantilized order takers. Then COVID hit, and the industry hired a mind-boggling 500,000 new software engineers in just four years, and ~80,000 new PMs were minted to match. That's 80,000 PMs buried within gargantuan teams at FAANG, far from any customer, 50 layers from the zoom where it happens, taught paint-by-number PM'ing at a product school, in an era of unearned engagement growth where seemingly anything worked. The likelihood of someone emerging from that with great product instincts, experience, and grit actually feels less likely than hitting a hole in one. Second: we made our best, worse. When your job is supervising ## The Right Team for the Job: From Engineering to Product: A Superpower for Developer Platform... DevFeed: [The Right Team for the Job: From Engineering to Product: A Superpower for Developer Platform...]() Original publisher: [Read original article]() Author: The NYT Open Team Published: 2026-02-11T21:52:17Z Content type: article Language: en Sources: [New York Times]() Topics: [Developer Platform](), [code productivity](), [Software Engineering](), [systems](), [Back end](), [Content Management System](), [Product Management]() Tags: [backend](), [cms](), [developer](), [developer-platform](), [developer-productivity](), [development](), [engineering](), [product](), [product-management](), [software-engineer](), [web-development]() ### AI overview This New York Times Open series article introduces Danny Cassidy, a senior technical product manager in Developer Productivity, and traces his transition from software engineering to product management. It describes his early frontend work, later experience building backend APIs and content management systems, and his interest in connecting engineering decisions with business and user impact. ### Source excerpt The Right Team for the Job: From Engineering to Product: A Superpower for Developer Platform StrategyIntroducing Danny Cassidy, Senior Technical Product Manager, Developer Productivity in Developer PlatformsIllustration by Claire Merchlinsky By Geethu Jacob, Daniel Cassidy, Nikki Larson and Erica Vendetti "PMs actively and effectively engage with engineering and technology decisions, understanding possibilities and consequences." This article is part of a New York Times Open series showcasing the breadth of experiences and backgrounds of our Product Managers. Engineering can fuel product leadership For Danny Cassidy, coding was an early creative outlet. As a high school student, he taught himself to code, trying his hand at frontend web development. "I was very inspired by online communities back then, and how the internet could foster connection for people across the world. So, I first learned how to make extensions on forum software. My first paid gig in high school was building a social networking feature into a site for pet owners so that they could create profile pages for their pets. Those were the days!" Building on the base of that passion, Danny studied information technology in college. "There's a definite craft to software development", he says. "It's not just technical. You are thinking about solving a problem in an elegant and legible way. I always enjoyed that part of the process." As a software engineer, Danny focused on building backend APIs and content management systems (CMS) for media brands. Here, Danny learned to understand how engineering solutions fit into the business context. Engineers "need to know how a solution will evolve and scale over time. And their solutions need to be understood and maintainable by a multitude of people throughout all of this." In 2015, Danny accepted an engineering job at The Times working on the backend APIs that deliver our digital content from our CMS to our desktop and mobile apps. As an engineer at The New Yor ## Building The New York Times Product Team: The Right Team for the Job DevFeed: [Building The New York Times Product Team: The Right Team for the Job]() Original publisher: [Read original article]() Author: The NYT Open Team Published: 2026-02-11T21:42:32Z Content type: opinion Language: en Sources: [New York Times]() Topics: [Product Management](), [Users](), [Artificial Intelligence]() Tags: [ai](), [leadership](), [mission](), [product](), [product-management](), [skills](), [teams](), [users]() ### AI overview The article introduces The New York Times product team, describing how product managers with varied professional backgrounds use product strategy, analytical rigor, communication, leadership, and execution skills to address reader, business, and organizational needs. ### Source excerpt Illustration by Giacomo Bagnara By Nikki Larson, Erica Vendetti and Michael Beach Our mission is simple: We seek the truth and help people understand the world. Accomplishing that mission requires each of us to build trust, seek out different perspectives, collaborate respectfully, and continuously strive to deliver the very best in all we do. But what exactly does that mean for Product Managers (PMs)? How do we earn and maintain trust with tens of millions of global readers in an era of misinformation? Where are new readers finding and developing a daily habit with our original reporting? How can Product unlock growth opportunities for our business? How can we help readers connect with their passions by building products like Games, The Athletic or Cooking? How do we use AI to responsibly advance our mission? How do we scale our systems to support breaking news? PMs at The New York Times solve a variety of problems for our readers, our journalists, other product and functional teams. To meet the evolving needs of our almost 12 million subscribers, we rely on a Product team with a wide range of unique backgrounds. It takes creativity and expertise from people in every part of the company to fulfil our mission. So it's not uncommon for our PMs to have started their careers in roles outside of product. To build a world-class Product team, we've hired both PMs by trade as well as those who were previously dancers, consultants, entrepreneurs, journalists, strategists, operations specialists, and engineers. Our diverse experiences fuel the analytical rigor, creativity, communication skills, leadership, and execution skills needed to excel in getting to know our users' needs and leading teams to build solutions to meet them. This post will help introduce you to PMs whose backgrounds outside of Product Management help them excel in their current roles at The New York Times. One guiding framework, many possible solutions While our PMs work on products across the entire busi ## Escaping the Build Trap DevFeed: [Escaping the Build Trap]() Original publisher: [Read original article]() Author: Tom Published: 2025-09-20T00:00:00Z Content type: opinion Language: en Sources: [Tomasz Gągor]() Topics: [Product Management](), [Tech Lead]() Tags: [book](), [business](), [collaboration](), [effective](), [examples](), [experimentation](), [leadership](), [management](), [metrics](), [pitfalls](), [product-management](), [team](), [tech-lead]() ### AI overview A review of Melissa Perri's book Escaping the Build Trap, focusing on its explanation of Product Management, experimentation, metrics, organizational perspective, and creating real value. ### Source excerpt Escaping the Build Trap How Effective Product Management Creates Real Value Author: Melissa Perri This was the first book on Product Management I've ever read, and I'm glad I started with such a solid one. In my daily work, I collaborate closely with product owners, and I wanted to better understand their role: How do they work? What are their priorities? And how can our collaboration be more effective? What I appreciated most about this book is how clearly it structures the profession of Product Management and breaks down its many facets. ## Building High Trust: The Artisan of the Day Is John Drexler DevFeed: [Building High Trust: The Artisan of the Day Is John Drexler]() Original publisher: [Read original article]() Author: Ana Tavares Published: 2025-08-10T04:04:00Z Content type: article Language: en Sources: [Laravel Blog]() Topics: [Laravel](), [Product Management](), [Agile]() Tags: [agile](), [blog](), [developer](), [laravel](), [product-management]() ### AI overview This profile of John Drexler presents him as a Laravel developer and product manager who co-founded the development agency Thunk. It describes his work on Laravel Forge, game development, product consulting, and a philosophy that developers should develop product-management responsibilities and focus on trust, communication, and practical team processes. ### Source excerpt If your biggest problems at work aren't technical, you're not alone. The good news is that John Drexler has the solutions. ## One Minute or Less: How We Built Laravel Cloud's Architecture DevFeed: [One Minute or Less: How We Built Laravel Cloud's Architecture]() Original publisher: [Read original article]() Author: Joe Dixon Published: 2025-07-24T14:34:00Z Content type: article Language: en Sources: [Laravel Blog]() Topics: [Laravel](), [Cloud](), [Kubernetes](), [web applications](), [Web app](), [GitHub](), [Web](), [browser](), [FIRST]() Tags: [applications](), [building](), [cloud](), [cloudflare](), [engineering](), [infrastructure](), [kubernetes](), [laravel](), [product-management](), [scale](), [user-interface](), [web](), [web-app]() ### AI overview This article describes how Laravel Cloud was built as Laravel's fully managed platform, with a goal of deploying a Laravel application in one minute or less. It covers the early proof of concept, the platform's web app, build service, and compute components, and the use of Kubernetes, Cloudflare, and custom operators to support scalable, multi-tenant deployments. It also explains the division between application and infrastructure teams and the phased early-access process. ### Source excerpt A trip behind the scenes of Laravel Cloud's architecture: how we built a scalable, multi-tenant platform using Kubernetes, Cloudflare, and custom operators. ## Mike Krieger and Luis von Ahn join Figma's Board of Directors DevFeed: [Mike Krieger and Luis von Ahn join Figma's Board of Directors]() Original publisher: [Read original article]() Author: Figma Published: 2025-07-21T00:00:00Z Content type: news Language: en Sources: [Figma Blog]() Topics: [Figma](), [anthropic](), [Product Management]() Tags: [anthropic](), [ceo](), [cto](), [customer](), [design](), [education](), [engineering](), [executive](), [figma](), [infrastructure](), [product-design](), [product-engineering](), [product-management](), [recaptcha](), [security]() ### AI overview Figma announces that Mike Krieger, Chief Product Officer of Anthropic, and Luis von Ahn, co-founder and CEO of Duolingo, are joining its Board of Directors. The article highlights their experience in product development, design, engineering, infrastructure, education, and internet security. ### Source excerpt Mike Krieger, CPO of Anthropic, and Luis von Anh, co-founder and CEO of Duolingo, are joining Figma's Board of Directors. ## Building smarter, not just faster: Product Discovery in the GenAI Era DevFeed: [Building smarter, not just faster: Product Discovery in the GenAI Era]() Original publisher: [Read original article]() Author: Karla Belista Published: 2025-07-03T04:22:51Z Content type: opinion Language: en Sources: [GumGum]() Topics: [genai](), [Product Management](), [Requirements]() Tags: [ai](), [engineering](), [genai](), [product](), [product-management](), [requirements]() ### AI overview This article argues that generative AI makes product delivery faster but increases the risk of building products without product-market fit. It emphasizes product discovery, human judgment, strategic thinking, and broader product-management responsibility as essential to building valuable products. ### Source excerpt GenAI has recently unlocked a super-power we could only dream about a few years ago: the ability for anyone -- including this 91-year old grandpa -- to spin up a new working product in a weekend. It's incredible and game-changing. But for those hoping for real business outcomes, it's problematic. The past 5 years has consistently shown us that 90% of start-ups fail. And most don't fail because they can't build fast enough; they fail because they lack product-market fit. GenAI will only amplify this problem. Because while it's never been faster or easier to build products, it's never been harder to build a valuable one. Core to product-market fit is investing in product discovery -- the messy, strategic, human process of figuring out what's worth building in the first place. And though GenAI has also helped to speed up discovery, it still requires deep, strategic thinking (that only humans do well) to result in quality output. Now with delivery cycles accelerating faster than ever, the risk of discovery being rushed or skipped entirely is at an all-time high. To build valuable products in our new reality, we need to do more than use GenAI to build faster. We need to fundamentally change how we think about product management: from a crucial skill required by more than just product people, to how we use GenAI to support discovery that can keep up with delivery, to the way we structure product teams. Product management skills matter more than ever If I had to point to the biggest shift I've observed recently -- it's this: judgment now matters more than execution. What used to take a team of engineers, multiple sprints, and a round of seed funding, can now be vibe-coded by one person in a single afternoon. In just one scroll of my LinkedIn feed, I'm bound to hear about the next person whose done just this. That's why product management is no longer just the Founder or PM's job. Designers, Engineers, Analysts -- if you're part of building something, you're part of shaping it. ## EM/PM Relationships Aren't About Luck: 5 Tips for Product/Tech DevFeed: [EM/PM Relationships Aren't About Luck: 5 Tips for Product/Tech]() Original publisher: [Read original article]() Author: Anna J McDougall Published: 2025-05-13T14:53:24Z Content type: opinion Language: en Sources: [Anna J McDougall]() Topics: [Code quality]() Tags: [code-quality](), [compliance](), [engineering-management](), [engineering-manager](), [engineering-mangement](), [identifier](), [improvements](), [iso](), [management](), [product-engineering](), [product-management](), [quality](), [relationships](), [team-lead](), [teams](), [tech-leadership]() ### AI overview An opinion article presents practices for building effective engineering manager and product manager relationships. It emphasizes shared ownership across business, team, and product goals, with quality improvements--including compliance work--as part of an engineering manager's contribution. ### Source excerpt EM/PM Relationships Aren't About Luck: 5 Tips for Product/Tech TeamsHeader image: purple background with the text "EM/PM Relationships Aren't About Luck. 5 Tips for Product/Tech Teams :)" and a photo of Anna and Tanja together.Introduction As my probation period at HelloBetter was coming to an end, my team's Senior Product Manager Tanja Lembcke remarked, "It's great working with an EM who cares so much about product." I could easily have said the same back to her, because it's just as valuable working with a PM who cares deeply about technology, something at which she truly excels. Together, we've become a strong team. Much of that relationship has developed naturally, but I've also noticed a few intentional practices that have helped us along the way. I want to share them here for all the product managers, engineering managers, and whoever else happens to like reading my sporadic blog posts. In the end, Tanja and I didn't just "luck out" working together. There are some tried-and-true strategies we both employ to make the most out of our work and get the results we need. If you prefer LinkedIn, you can view the short-form version of this post as a summary and carousel here. Tip 1: Purposefully be the intersection of business, team, and product As a Team Lead or Engineering Manager, it's important to operate at the intersection of business goals, the engineering team, and product. This means not only using the product but also critiquing it, asking thoughtful questions, and continually returning to the core "Why." It is all too easy to sit back and just wait for features to drop in your lap, estimate them, deliver them, and then dust off your hands with a "job well done" attitude that allows you to add a nice dot-point to your CV about value creation. What is much harder, is to actually focus on quality: that hard-to-measure, hard-to-prove value that is constantly competing with your time. For EMs, we tend to see the word "quality" and jump to the concept of code qu [Next page]()