Building a Platform Internal Teams Love to Use

I work on the reporting team at HubSpot, and have for some years. And things have definitely evolved on the product during that time. New team members have come and gone, new organizational developments and projects have kept us on our toes. But the biggest and most powerful change has been our transformation into a true platform team that creates things that can effectively scale all over the product. It wasn’t always this way.

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The Four Minds of a Product General Manager

Two years ago HubSpot made the decision to create General Manager roles that would be accountable for each of our three product lines (Marketing, Sales, and Service Hub).  The rationale was quite simple: it turns out we didn’t have a single DRI for an individual Hub, how it could and should be growing, how it competed in the market, etc. I was lucky enough to be the first external GM brought in (the other GM roles were filled by a few well-deserving internal superstars). Now that we are looking to expand the product portfolio, I wanted to shed some light on what it’s like to be a Product GM, both at HubSpot and beyond.  

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Building a Team of Growth: What I’ve Learned from Failure, Experimentation & Inclusion

When I started my career I couldn’t have told you what growth teams did, let alone imagine working on one of them. But as a founding member of HubSpot’s Growth team I’ve helped build and shape it from the ground up, and now I’m obsessed with helping customers solve problems by finding value in our tools with our growth strategies and data driven experimentation.

Here at HubSpot our Growth team helps people discover the value of the HubSpot platform, no matter what their software budget is. No matter who or where you are, it’s our job to connect our solutions to your business problems so you can become a better business owner, team member, marketer, sales rep, etc.

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The Product Management Skill Stack

In college, my Information Systems professor told my class about a career path that sounded perfect. It involved working with technology, making strategic business decisions, problem-solving, collaborating across teams, and a whole lot of responsibility. It was a position that seemed so general in scope that any smart, willing person (that was me!) could do it. As it turns out, I wasn’t alone in feeling that way about a job in product management - and now it seems like everyone these days is thinking about starting a career as a product manager.

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Why We Traded Scrum for “Science Fair” to Build HubSpot

We broke up with scrum about six years ago.

Agile development served us well in startup mode, but as we added more seats, opened new space, and launched new tools, it actually started to stunt our product culture’s growth. Take autonomy, for starters. We think engineers should have complete autonomy over their code and part of the product. And even though scrum is designed to protect developers from the demands and distractions of your CEO, marketing team, sales team, etc., it can actually tie their hands. There’s no trust being built between product and the rest of the company; sprints end up more like transactions than conversations.

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What the Best Product Manager Candidates Say During an Interview

Whether you’re trying to break into the world of product management or have been part of it for years, interviewing for a product manager role is hard. There’s no one right answer to any question because there’s no one right way to do product management. The skills and perspectives that would make you a great PM at one organization might not translate at others. But there’s one thing that is true across the board and that’s that preparation can make or break an interview.

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