543: Product leadership in complex tech companies – with Adam Feinstein

A product manager’s journey to Product VP Watch on YouTube TLDR In this episode, I talk with Adam Feinstein, Vice President of Product at AppFolio, about what makes a great product leader in technology organizations. Adam shares his journey from electrical engineering in semiconductors to leading product teams in software, discussing the transitions, challenges, and valuable lessons he’s learned along the way. We explore topics like transitioning between industries, moving from individual contributor to leader, the importance of people problems over technical ones, business acumen, collaborating across functions, the value of mentors and coaching, and Adam’s strategies for staying organized and effective as a VP of Product. Introduction What distinguishes great product leaders in complex technology companies, and how do you become a great product leader? Is it technical knowledge, business acumen, or something else entirely? In this discussion, we’ll examine product leadership in tech organizations.  Our guest is Adam Feinstein. We met at a product leadership group Rich Mironov organized to help product leaders excel. Adam is Vice President of Product at AppFolio. He has navigated the challenging journey from individual contributor to executive leadership, including switching from the hardware industry to software. AppFolio is transforming property management through innovative cloud-based solutions. Whether you’re an aspiring product manager wondering about your career trajectory or a seasoned leader facing complex challenges, Adam’s candid insights on successes and trials will be helpful.  Summary of Concepts Discussed for Product Managers * Adam Feinstein’s Career Path: * Transitioned from semiconductor physics to software product management. * Valued curiosity and willingness to learn over static domain knowledge. * Took a step back in job title to move into software, which paid off in the long run. * Key Product Leadership Transitions: * Moving from individual contributor to group product manager was a significant growth point, emphasizing hiring, networking, and giving away ideas. * Director and VP roles require more focus on people and cross-organizational collaboration. * Learned the mantra: “Every problem is a people problem.” * Importance of Business Acumen: * Early exposure to business fundamentals (P&L, costing, pricing) was important. * Understanding the business “money story” and being able to speak the language of business helped in senior roles. * Collaboration and Communication: * “Slow is smooth, smooth is fast” – taking time to align stakeholders leads to better and faster outcomes. * Effective communication and ensuring others truly understand intentions and strategy is vital. * Coaching, Mentorship, and Growth: * Adam benefited from a variety of mentors, each teaching a different skill (business, marketing, strategy). * Personal coaches were instrumental, especially in creating frameworks and honing people skills. * Role of a VP of Product: * A typical month is focused on clear priorities, impactful writing, coaching, product reviews, and cross-functional advocacy.