PODCAST #17. Charting a Course in Health Tech: From Student Entrepreneurship to Advanced Product Management

In our CareMinds series, we’re all about showcasing the many paths to success in health tech product development. Today, we have the pleasure of sharing Laura Furman’s unique story. Laura, currently a senior product manager at Oura, kicked off her leadership journey with Students Agencies.

Laura opens up about her everyday work. She emphasizes the importance of AI and machine learning tools in her role, particularly during the product discovery phase, contributing significantly to the product’s development.

We hope you find Laura’s story as captivating as we did. Happy reading!

Is Product Development a Bold Claim or a Logical Step?

“The student agency’s experience is something that keeps coming back and keeps coming up as something that was really unique and an interesting foundation.”

Laura Furman – Senior Product Manager at Oura

Conventional wisdom may suggest that early experiences become less relevant as a professional journey progresses. However, Laura finds that her involvement with Student Agencies continually resurfaces as an integral part of her career. Student Agencies is a non-profit educational institution that provided Laura with first-hand business management experience during her college years. It comprised several diverse, student-run businesses, offering services from real estate property management to tutoring, marketing, and even a full-service moving company.

In this unique setting, Laura served as the general manager of one business for a year before stepping up to become the corporation’s president. Although not directly related to product management, this entrepreneurial experience provided Laura with an invaluable perspective on running a business from top to bottom, including direct customer interaction and budgeting.

In her role as president of Student Agencies, she created the first CTO role, utilizing the skills of the engineering students to enhance business performance. Despite the annual turnover inherent to the student-run structure, Laura credits an experienced CEO’s guidance for the continuity of the businesses. This end-to-end entrepreneurship experience, she believes, is a great asset for anyone entering product management, as it provides a comprehensive understanding of business strategy.

Transitioning to Product Management: A Personal Account

“I think a lot of people when they’re transitioning have a hard time, sort of filling the gap between where they are now and the skills they need to have as a product manager.”

Laura Furman – Senior Product Manager at Oura

Laura embarked on her career journey with uncertainty, opting for the retail industry as her starting point. She joined Gap’s management rotational program, and was tasked with e-commerce merchandising. Her role entailed strategizing the customer experience on Gap’s website, from product discovery to checkout.

As she delved deeper into her role, Laura identified a problem within one of the categories she was managing. This challenge provided an opportunity for her to explore business analytics extensively. She carefully examined every SKU, tracked trends across the assortment, and used this data to analyze the state of the business.

The most significant shift in her career occurred when she led a design sprint to rectify the problem in her managed category. This experience lit up her path towards product management, leading her to investigate job descriptions and key skills required for a product manager role. With several skills already under her belt and a drive to fill the gaps in her resume through projects and side assignments, she was ready to transition into product management.

The Evolving Role of a Product Manager

“My belief is we will produce the best ideas if we collaborate, I don’t think the PM should be coming up with all the solutions themselves, the solution should arise out of collaboration with the team”

Laura Furman – Senior Product Manager at Oura

The core of a product manager’s role is being the voice of the customer. It’s about understanding their needs, not just through face-to-face discussions but also through data analysis. As you step into it, remember that it’s not only about the customer’s desires, but also about striking the right balance with the business’s expectations.

When you craft your strategy, your ability to bring people onboard will be invaluable. Drawing from Laura’s experiences and skills in debate and negotiation, you’ll find that seeing multiple perspectives and effectively persuading others to join your journey can be a game changer. Additionally, remember that growing to be a product manager involves constant learning and iteration. You’d have to negate lengthy product road maps and promote a culture of continual testing and analysis.

Tools and Resources for Aspiring Product Managers

Taking the reins on your professional growth can be an empowering experience. One effective strategy to foster continuous learning is to dedicate each quarter to a specific focus area. This could start with understanding data analytics, mastering SQL, and becoming adept with tools such as Google BigQuery and Looker. This disciplined approach provides an opportunity to delve deeper into each field, enhancing your overall skillset.

Secondly, the value of mentorship in your journey cannot be overstated. A supportive and knowledgeable mentor can accelerate your growth, guide you through uncharted territory, and provide you with essential industry insights. Building connections within your organization is a beneficial way to learn from others and gain diverse perspectives.

Lastly, don’t let the fear of appearing unknowledgeable hold you back from asking questions. It’s a common misconception that asking basic questions exposes a lack of knowledge. In reality, it often leads to constructive conversations and enhances understanding. It’s essential to comprehend the bigger picture, particularly in understanding the system architecture. Spending time with engineers to grasp how different components of the system interconnect can provide invaluable insights. This broader understanding will be key in interpreting project estimates accurately.

How AI and Machine Learning Are Impacting Product Development

“The AI and machine learning tools that you use in your day to day…it provides an uncanny ability to tap into a problem, a domain that you don’t necessarily know a lot about. And it could quickly kind of guide you towards some potential solutions that could be applied to a certain identified problem if you don’t have a deep enough context to it.”

Laura Furman – Senior Product Manager at Oura

Mercari, a popular Japanese peer-to-peer marketplace akin to eBay, has an intriguing blend of challenges and experiences. The platform accommodates a broad array of categories, including clothing, technology, home goods, and handmade crafts. With this vast spectrum of products, one interesting challenge is managing User Generated Content (UGC). The diversity in UGC listings and searches can lead to discrepancies and inconsistencies due to differences in syntax, which in turn could reduce the visibility of items in search results, thereby affecting sales.

One notable project tackled at Mercari was enhancing the search and listing experience based on the brand and category of an item. The goal was to pre-populate custom attribute fields specific to the item type being listed. For instance, if a user is listing an iPhone, they could specify the model and size, allowing potential buyers to filter down their searches effectively. This approach was particularly useful in more subjective categories like clothing, where the search could be as specific as ‘straight leg jeans.’

To add another layer of sophistication, machine learning was brought into the mix. This technology helped predict necessary custom attribute fields based on the brand and category. It also fed these attributes into Mercari’s search taxonomy to optimize search results. Towards the end, the project began to utilize computer vision to guess the category and subcategory of clothing based on the photo. While this presented new challenges due to the variety of user-submitted photos, it also offered a fascinating direction for further enhancing user experience on the platform.

Sure AI and ML Complement Product Development, But How Can Managers Put Them to Effective Use?

First, from a day-to-day operational perspective, AI could serve as a sounding board, albeit it may not replace the nuanced understanding and context that comes from someone deeply familiar with the product. The idea here is that AI tools might not fully grasp the complexity of the product and its dynamics like a human member of the team who is immersed in the project.

The second application is more exciting: using AI tools to create prototypes. This could be especially beneficial for non-technical PMs who don’t have coding skills. They could potentially leverage AI to write code and thus develop prototypes, enhancing their ability to demonstrate their ideas beyond mere words. While there’s skepticism that AI could generate a feature-ready piece of code given the uniqueness and standards of any given codebase, using AI to create initial prototypes could be an innovative approach that empowers PMs to delve more into the technical side.

It is also believed that AI could streamline the process of creating a prototype, saving valuable time. This makes AI an attractive tool in the product management space, not just for its potential to enhance the overall workflow, but also to empower product managers with new capabilities.

From Novelty to Necessity: Does a Fresh Perspective Matter When Companies Hire?

Laura’s journey to AA three years prior was primarily driven by a long-standing personal passion for health and wellness. After reading “Why We Sleep” by Matt Walker, she developed an interest in the importance of sleep for mental performance and overall wellbeing. Tracking sleep with an “Oura” ring and studying the data became an obsession, eventually leading her to a position within the company. Her shared vision with the company’s CEO, who viewed sleep as the foundational pillar of health much like personal training, created a strong connection.

Her career transition strategy involved balancing industry experience and role skills as two vital variables. Initially, she drew upon her retail industry experience while developing necessary product skills. In the next move to AA, she utilized these newly acquired skills despite not having prior industry experience. Laura believed that possessing either industry experience or role-specific skills could facilitate a successful transition.

Laura’s perspective emphasizes seeing personal strengths as valuable contributions to her role and not being discouraged by perceived shortcomings. This outlook, particularly essential in product management, is about leveraging unique experiences and skills to meet new challenges in different industries. She also understands the importance of this mindset in successfully navigating work within a remote team, such as the Finnish-based company AA.

Understanding and Improving Predictable Delivery

Working across different time zones and geographies is challenging. While Laura has experience in this from her time at Merri, dealing with a 10-hour time difference at her current company has brought new challenges. She has realized the importance of well-prepared and efficient meetings, especially given that her early morning is the end of the workday for her colleagues in Finland. A critical success factor in such settings is robust asynchronous communication, making sure everyone is fully prepared and discussions are fruitful. In addition, they have implemented a system of reviewing and improving their workflow at the end of every cycle, accepting the reality of time differences but striving to make it better with each iteration.

One key learning Laura shared is the downside of over-relying on Slack for communication. It can create confusion, lead to critical information being missed, and ultimately decrease overall happiness within the team. Instead, they have focused on making communication more structured and traceable, using tools like Sigma, Jira, and Confluence to comment directly on project documents, ensuring a clear source of truth. If there is an excessive use of Slack, it’s often a sign that the project is experiencing chaos and needs attention.

When it comes to product improvement, Laura’s approach is guided by lessons from her mentor from Google. Objectives and Key Results (OKRs) should be ambitious, and achieving 70% of an OKR is a commendable feat. Key Performance Indicators (KPIs) are used more at the feature level, measuring specific outcomes. She emphasizes the importance of treating the development of a feature as a hypothesis – if they do X, they should see Y outcome in the data. This approach then allows them to review and learn from the outcome, guiding the development of future features.

Conclusion

Here are the most important points from our conversation with Laura Furman: 

  • Early experiences matter

Laura’s involvement with Student Agencies during her college years, a non-profit educational institution that provided first-hand business management experience, played a crucial role in shaping her professional journey.

  • Transitioning is possible with the right skills and drive

Despite starting in a seemingly unrelated field (retail industry), Laura managed to transition to product management by building on the skills she had and bridging gaps through projects and side assignments.

  • Adaptability and continual learning are key in product management

The product manager’s role is not stagnant; it evolves with customer needs and business expectations. It also involves continuous learning, testing, and analyzing to stay ahead.

  • AI and ML are powerful tools in product development

These technologies not only assist in operational efficiency but also empower product managers, especially those with limited technical skills, to visualize and prototype their ideas.

  • Personal strengths and unique perspectives are valuable asset

Even if you lack industry experience, personal strengths, skills, and a fresh perspective can be instrumental in succeeding in new roles and different industries. 

WATCH ALSO:

PODCAST #16. BEHIND THE SCENES OF HEALTHCARE: HOW DOES PRODUCT MANAGEMENT DRIVE CHANGE?

PODCAST #15. ENGINEERING LEADERSHIP: HOW TO INTEGRATE TEAM COACHING & HEALTHTECH PRODUCT MANAGEMENT & OKRS

PODCAST #14. HOW TO EXCEL IN STRATEGIC PLANNING FOR EFFECTIVE PRODUCT MANAGEMENT: TIPS FROM AN INDUSTRY EXPERT & OKRS

PODCAST #13. THE PSYCHOLOGY OF PRODUCT MANAGEMENT: UNLOCKING HUMAN INSIGHTS & OKRS

PODCAST #12. THE PRODUCT MANAGER’S PATH TO HAELTH TECH INNOVATION: PRODUCT STRATEGY, LEADERSHIP & OKRS

***

The APP Solutions launched a podcast, CareMinds, where you can hear from respected experts in healthcare and Health Tech.

Who is a successful product manager in the healthcare domain? Which skills and qualities are crucial? How important is this role in moving a successful business to new achievements? Responsibilities and KPIs?

Please find out about all this and more in our podcast. Stay tuned for updates and subscribe to channels.

Listen to our podcast to get some useful tips on your next startup.

Article podcast YouTube

PODCAST #19. Where Does Problem Solving and Product Management Intersect? HealthTech PM Shares Some Insights

In this episode, we had a chat with Rany El Diwany, who’s the Director, Product Management at Athena Health, about handling payments from patients and dealing with insurance issues. 

Rany told us about how problem-solving and managing products are related. He also talked about the usual hurdles he comes across in his job managing products. 

The article below presents a summary of our conversation.

Companies’ Endless Pursuit of Solutions without Problem Clarity

In product management, the focus is not solely on building software but rather on solving business problems. As a product manager, your role is to lead a team in understanding and addressing these key problems. One effective approach is to explain the problem in a simplified manner, ensuring everyone involved shares a common understanding of the issue.

“Always start by making sure you have a full understanding of the problem before even getting to the very first solution that you want to think through.” 

Rany El Diwany – Director of Product Management at Athena Health

However, it is crucial to remember that before jumping into solutions, you must thoroughly understand the problem. Take a step back and examine the problem from different angles, exploring its nuances and complexities. This is where the double diamond principle comes into play.

Exploring the Double Diamond Principle

The double diamond principle is a framework that consists of two diamonds, each representing a specific phase: discovery and definition. 

The first diamond, the discovery phase, involves gathering a wide range of qualitative and quantitative information. You’ll want to collect customer feedback, stay informed about industry trends, and analyze relevant data. This phase aims to provide you with a comprehensive understanding of the problem space.

During the discovery phase, patterns and recurring themes will emerge from the gathered information. These indications of convergence signal that you are getting closer to identifying the core aspects of the problem. It’s important to pay attention to these signals as they will guide your next steps.

Convergence leads you into the second diamond, the definition phase. At this point, you organize the collected information into different work streams, horizons, or categories. With a clearer picture of the problem, you can begin prioritizing the identified areas. Prioritization is especially critical in complex domains like healthcare, where limited resources must be allocated effectively.

Once you’ve prioritized the areas, you transition from the discovery phase to the definition phase. You select the highest priority item for further analysis and solution development during this stage. While other areas are temporarily set aside, they remain in your peripheral vision for future consideration.

How to Navigate the Problem Space

“If you haven’t aligned with what you’re trying to solve and agreed on what the definition of success is to start, you’re certainly gonna arrive at an end state where not everyone is happy.”

Rany El Diwany – Director of Product Management at Athena Health

Mr. Diwany understands the significance of grasping and aligning with the problem at hand. He believes that measuring success and achieving alignment among team members heavily relies on a solid understanding of the problem being solved. Moving forward as a cohesive unit is challenging without a shared comprehension of the problem and its definition.

At Athena, Rany‘s preferred method for building alignment is by utilizing pitch decks. These decks serve as comprehensive presentations that outline the why, how, and overall plan for addressing a specific problem. They provide a foundation for sharing information and conducting readouts with stakeholders, including leadership, customers, and partners. 

In Mr. Diwany‘s view, alignment is not a one-time event but an ongoing effort throughout the product development journey. Regular check-ins, discussions, and feedback loops are essential to maintaining alignment and adjusting the course if needed. By continuously revisiting and refining the understanding of the problem, the product team can stay on track and adapt as necessary to ensure that their solutions effectively address the needs of the business and its stakeholders.

By thoroughly understanding the problem space before diving into solutions, you establish a solid foundation for your work as a product manager. This approach allows for a more focused and effective product development process. You can confidently explore solutions, knowing that you clearly understand the problem you’re trying to solve. This ultimately increases your chances of developing a successful product that addresses the needs of your customers and your business.

Strategies for Analyzing and Understanding Complex Problems

From Mr. Diwany‘s perspective, objectivity is a key principle when making decisions. Emotions should not drive choices; rather, data should be the guiding force. To achieve this, asking the right questions and gathering qualitative and quantitative data is crucial. 

Identifying the broad categories of the problem is only the initial step. Delving deeper and analyzing the underlying layers is equally important. This can be achieved by utilizing well-known practices such as the “five whys” technique, which helps uncover the root causes and significance of the problem. Product managers can gain a clearer perspective by breaking down complex issues into simpler components and developing an intimate understanding of the problem’s intricacies.

Effective communication is paramount throughout this process. As a product manager, you are responsible for conveying the problem to various stakeholders, including customers, leaders, and team members such as engineers and UX professionals. The goal is to ensure everyone involved shares a common understanding of the problem. Any misalignment in problem perception can lead to challenges and hinder efforts to solve the problem effectively.

Product managers should actively evangelize their comprehension of the problem space to promote a shared understanding. Even in their absence, others discussing the initiatives should be able to explain them consistently and accurately. Ron emphasizes the importance of maintaining a shared language and perception, as it ensures everyone is on the same page and facilitates effective collaboration in solving the problem.

How to Unravel Bias and Build Effective Roadmaps

“Your roadmap should be problem-focused and not solution-focused, especially because you don’t know what you’re going to learn between now and something that you might have queued up.”

Rany El Diwany – Director of Product Management at Athena Health

Maintaining a problem-focused approach is crucial once the discovery and definition phases are complete and pitch decks and roadmaps are being developed. Ron believes that roadmaps should revolve around the problems that need to be addressed rather than being fixated on specific solutions. This is because, throughout product development, new learnings and insights may emerge, potentially rendering previously planned solutions obsolete.

While it is possible to anticipate future problem areas and prioritize them in the roadmap, the exact solutions may not be known at that stage. As the work progresses and solutions are developed, Mr. Diwany emphasizes the importance of measuring their impact and assessing if they effectively address the critical aspects of the initiative. Defining appropriate metrics to validate the impact and success of the solutions becomes crucial in this context.

“Human bias is there, and it’s easy to get attached to a solution… you need to remove that layer of emotion from the equation and be confident in the metrics that tell a successful story.”

Rany El Diwany – Director of Product Management at Athena Health

Rany believes that within the realm of product management, it is essential to constantly remind oneself about human bias. It’s natural to become attached to a particular solution and emotionally invested in its success. However, he emphasizes the need to remove emotion from the equation and instead focus on finding the right metrics to gauge success. If a solution fails to yield the desired results, it becomes necessary to pivot and adjust based on data-driven insights.

Similarly, Rany notes that while the agile framework is valuable, it is not a rigid recipe but rather a flexible framework that should be adapted to suit the unique needs of each project. These challenges highlight the complexities inherent in product management. He believes that by recognizing these challenges and remaining open to continuous learning and adaptation, product managers can navigate the dynamic landscape of their role and strive for success.

What Are the Main Drivers of Lack of Transparency Costs in Healthcare?

One of the significant challenges in the healthcare industry revolves around understanding how different insurance companies handle various scenarios. Mr. Diwany acknowledges that each insurance provider has its policies and rules, which adds complexity to building software solutions based on logical patterns. The diverse approaches required by different insurance companies make it difficult to achieve consistency. To tackle this issue, Ron emphasizes the importance of promoting transparency, especially for patients who often have limited visibility into the internal workings of healthcare.

“We want to get to the point where we have transparency… helping patients understand what costs may occur before they actually see the provider.”

Rany El Diwany – Director of Product Management at Athena Health

Transparency is pivotal in helping patients understand and appreciate the information typically hidden from them. It involves providing patients with upfront cost information, enabling them to make informed decisions. Ron notes that healthcare’s lack of cost visibility sets it apart from other aspects of the US economy, where prices are known before purchasing a product or service. Building trust through transparency becomes crucial, as even professionals within the healthcare industry may have doubts about their healthcare bills.

Trust can be fostered by being clear and upfront with patients about the potential costs associated with their medical encounters. Establishing transparency and trust creates an environment where some of the challenges faced by healthcare practices can be addressed. Overcoming these barriers and transitioning to a system where patients are willing to make payments or down payments for services rendered requires a significant journey.

While progress and efforts are being made to establish transparency and trust, Rany acknowledges there is still a long way to go. 

Mr. Diwany explains that several functional aspects are being improved within the focus area of cost transparency. 

  • One of these areas is insurance selection, which can be challenging due to the many insurance companies and the wide variety of insurance packages. Accurately identifying the appropriate insurance for each patient is crucial to ensure successful claims submission and payment. 
  • Patient eligibility is another key component of cost transparency, involving understanding copayments, coinsurance, deductibles, and out-of-pocket limits. Having this information is essential for estimating costs accurately.

In addition to cost transparency, Rany emphasizes the importance of enhancing payment options. This includes exploring various methods such as digital wallets and platforms like PayPal and introducing automated payment plans. Offering flexible payment options is particularly important for patients facing financial difficulties, allowing them to pay outstanding bills over time without significant financial strain.

Opportunities and Qualities for Success in HealthTech Companies 

As a PM, you’ll collaborate with diverse teams, including developers, user experience experts, analysts, customers, and leadership. 

The success of a product hinges on aligning all stakeholders toward solving the identified priority problem and achieving the desired metrics. Building strong relationships and working collaboratively with people from various backgrounds and roles are crucial skills for a PM. 

At Athena, the company values respect and intelligence, regardless of cultural, ethnic, or sexual orientation differences. Therefore, having strong communication skills and the ability to work with diverse groups of people are vital in this role.

“Being a PM and then being a PM in the enterprise B2B space and healthcare, there’s definitely some additional work that goes into play. And it’s hard; it’s a hard job, but it’s rewarding.”

Rany El Diwany – Director of Product Management at Athena Health

Rany highlights that introducing the healthcare dimension adds complexity to the PM role. Unlike the focus in some PM literature, which is often business-to-consumer (B2C), healthcare often involves business-to-business (B2B) interactions. PMs with experience in B2C and enterprise B2B environments understand the thoughtful coordination required when planning, building, and developing solutions.

Athena Health serves a significant number of healthcare providers, and any changes made to their workflows can substantially impact their business operations. Coordinating deployments and providing thorough training and insights to customers is critical to minimizing disruptions and ensuring smooth transitions. Being a PM in the enterprise B2B space within healthcare demands diligent efforts to ensure that solutions enhance workflows rather than hinder them.

While being a PM, particularly in the healthcare industry, comes with challenges, Ron also emphasizes the rewarding aspects of the role. Being a PM in the healthcare industry requires unique skills and a deep understanding of the importance of effective communication and collaboration in driving successful product development.

As a product manager at Athena, Rany is invested in driving company initiatives promoting healthcare transparency. He believes leveraging technology, data, and collaboration can make significant progress in this area. Athena is about creating a system where patients have full visibility, enabling them to make informed decisions and engage in proactive planning.

You Can Foster Psychological Safety With These Two Essentials

Psychological safety is crucial for effective teamwork and innovation. Creating an environment where everyone feels safe to contribute ideas, whether good or bad, fosters creativity and innovation. Mutual respect is key. Rather than an “us versus them” mentality, the focus should be on solving problems collectively. 

“One of the most important things is psychological safety, right? No one is bringing a bad idea to the table.”

Rany El Diwany – Director of Product Management at Athena Health

Building motivated and cohesive teams that enjoy working together and are enthusiastic about tackling challenges is essential. Encouraging open dialogue, valuing diverse perspectives, and creating a culture of psychological safety lay the foundation for successful problem-solving and driving innovation within the team.

Which Future Changes Should We Expect in Consumer Cost Management?

When it comes to healthcare practices, understanding and navigating costs can be complex. Practices have contracted rates with payers, but these contracts often involve intricate stipulations. For example, different charges may have different reimbursement percentages, or certain charges may not be reimbursed at all. 

Helping practices gain a clear and simplified understanding of the contracted rates in various scenarios is a crucial first step. Currently, efforts are underway to provide practices with easier access to published information from payers. 

While Medicare and Medicaid present additional complexities, simplifying the process for practice users to have transparent insights into contractual rates is considered a critical foundational milestone. This step will assist practices in managing costs more effectively and making informed decisions that will sustain them in the future.

Bottom Line

Below are three major takeaways from our chat with Mr. Diwany:

  • Thoroughly understand the problem before diving into solutions: Product managers must invest time in understanding the problem space from different angles before developing solutions. 
  • Transparency and cost management in healthcare: Cost transparency benefits patients and healthcare practices, leading to better financial experiences and streamlined operations.
  • Psychological safety for effective teamwork and innovation: Creating an environment of psychological safety, encouraging open dialogue, valuing diverse perspectives, and fostering collaboration are essential elements of effective teamwork.

WATCH ALSO:

PODCAST #18. AI’S INFLUENCE IN VIRTUAL HEALTHCARE AND HOW PRODUCT MANAGERS CAN HELP IN THE REVOLUTION& OKRS

PODCAST #17. CHARTING A COURSE IN HEALTH TECH: FROM STUDENT ENTREPRENEURSHIP TO ADVANCED PRODUCT MANAGEMENT & OKRS

PODCAST #16. BEHIND THE SCENES OF HEALTHCARE: HOW DOES PRODUCT MANAGEMENT DRIVE CHANGE?

PODCAST #15. ENGINEERING LEADERSHIP: HOW TO INTEGRATE TEAM COACHING & HEALTHTECH PRODUCT MANAGEMENT & OKRS

PODCAST #14. HOW TO EXCEL IN STRATEGIC PLANNING FOR EFFECTIVE PRODUCT MANAGEMENT: TIPS FROM AN INDUSTRY EXPERT & OKRS

***

The APP Solutions launched a podcast, CareMinds, where you can hear from respected experts in healthcare and Health Tech.

Who is a successful product manager in the healthcare domain? Which skills and qualities are crucial? How important is this role in moving a successful business to new achievements? Responsibilities and KPIs?

Please find out about all this and more in our podcast. Stay tuned for updates and subscribe to channels.

Listen to our podcast to get some useful tips on your next startup.

Article podcast YouTube

PODCAST #20. How Product Management is Mirrored in the Pharma Business and Tech Divisions

Welcome to our podcast! Today, we chat with Tamara Snow, who went from working on cancer research clinical trials to being a Director of Product Management at Flatiron Health. We’ll talk about how she moved into product management and how she helps big pharma companies.

Tamara’s wide range of experiences gives her a special viewpoint on these areas, showing us the nitty-gritty of the pharmtech and business worlds.

This article concisely captures key points from our lively dialogue.

A Career Path from Clinical Trials to Leading Pharma Product Management

Tamara has spent over ten years in the healthcare industry, making transitions as she encountered new problems and challenges. Initially, she aspired to be a doctor, gaining exposure to patient care and clinical work as an EMT and clinical research coordinator. She discovered her passion for solving operational and strategic challenges in healthcare environments. One area that surprised her was the manual and expensive nature of clinical trials despite being crucial for innovation in drug development.

After graduating, Tamara pursued a career in life sciences consulting to better understand the economics and strategy behind drug development. During this time, she learned about Flatiron Health, a company working on data sets to streamline decision-making in cancer research. Intrigued by the mission and vision of making clinical trials more efficient, she joined the company in 2017 in a partnership role. While she gained valuable sales and negotiation skills, she felt it took her away from solving the operational and strategic challenges she was passionate about.

“I definitely think the product hat is the one I love the most, and I will definitely continue wanting to play that role in the future.”

Tamara Snow – Director of Product Management at Flatiron Health

Recognizing that the product management role aligned with the problems she wanted to solve, Tamara pivoted to become a product manager at Flatiron Health. She initially focused on scaling one of their real-world data products linked to external genomic data for precision medicine. Seeing the impact of these data products on customers’ clinical and drug development decision-making was rewarding. However, a recurring issue was customers lacked the internal resources and skills to analyze the data products effectively.

In response to this need, Tamara seized the opportunity to expand her scope and build a team to develop dashboards and analytic tools on top of the data products, providing customers with valuable insights. Building and managing this new team has brought fresh challenges, focusing on the user interface and delivering insights alongside the underlying data.

After spending several years in the healthcare industry, Tamara firmly believes that the product management role is the one she loves the most and intends to continue playing in the future. She finds joy in solving operational and strategic challenges and appreciates the ever-changing nature of product management.

The Key Tips for a Successful Transition in Pharma Industry

According to Tamara, there are various ways for individuals to transition into a product role. While it may not be the standard path, she personally achieved it through an internal transfer, a route she has observed others taking as well. Successful internal transfers have come from diverse backgrounds, including business (such as sales and finance) and technical roles (like engineering and data science).

Some major tips for a successful transition into the pharma industry include

  • Identify a product role or team that aligns with one’s existing skill set.
  • Seek advice from experienced PMs.
  • Volunteer for challenging tasks, network, and ask the right questions.

Identifying a product role or team that aligns with one’s existing skill set.

“I also just took the time to teach myself things like Python and just took the liberty to dig into Flatiron and the products on my own and was able to demonstrate my ability to learn a new skill set and willingness to do it.”

Tamara Snow – Director of Product Management at Flatiron Health

Tamara believes the key to a successful transition is identifying a product role or team that aligns with one’s existing skill set. This reduces the risk for the company when transferring an employee to a new function. In her case, coming from a sales and partnerships role, joining an external-facing product team made the most sense. It required a strong understanding of the company’s customers, products, and business model. 

However, she also recognized her lack of technical skills, so she took the initiative to teach herself Python and familiarize herself with the company’s products. By demonstrating her willingness to learn and bridging the gap in her skill set, she differentiated herself from others and showcased her abilities.

Seek advice from experienced PMs

Tamara acknowledges that there is no perfect science to this transition process. She advises aspiring product managers to seek advice from experienced PMs in roles they are interested in or individuals who have gone through a similar career evolution. Learning from their experiences and strategies can be valuable.

When reaching out to PMs for guidance, Tamara recommends avoiding cold outreach and instead making warm introductions. Personalizing the outreach and offering something in return, such as industry insights or skills, can increase the likelihood of PMs wanting to assist and provide advice.

Volunteer for challenging tasks, network, and ask the right questions.

Tamara appreciates the emphasis on volunteering for challenging tasks, networking, and asking the right questions. These qualities are often associated with successful product managers. She also highlights the importance of building strong relationships and trust with customers, as it facilitates sharing information and understanding their needs. Asking open-ended questions during user research helps uncover the root of the problem and avoid biases. Active listening and focusing on important insights gathered from responses are vital in solving the core problem.

Strategies for Streamlining the Process in Challenging Circumstances

According to Tamara, when it comes to their customers, particularly in the context of a complex linked clinical plus genomic data set, clear training and documentation are crucial for understanding and interrogating the data. It is important to give customers a well-defined understanding of the data product. Additionally, having a robust process for addressing customer questions and resolving issues promptly is essential. 

Tamara suggests recognizing when a customer’s question requires more in-depth support, such as scheduling a call and screen sharing to collaboratively work through the problem. The goal is to unblock customers and enable them to conduct effective research using the data product.

“I think having really strong customer support and customer guidance is definitely core.”

Tamara Snow – Director of Product Management at Flatiron Health

Tamara emphasizes the significance of strong customer support and guidance. Providing examples of how others have utilized the data product to answer similar questions, whether through publications or key studies, can be immensely helpful. Sharing these use cases with customers helps them see the practical applications and possibilities of the data product.

The Journey to Becoming a Successful Product Manager

“In those first few months, really build strong trust with your core stakeholders and take the time to have them explain to you how they operate and what their pain points are.”

Tamara Snow – Director of Product Management at Flatiron Health

According to Tamara, being a product manager (PM) involves constant learning and encountering new challenges. Embracing this aspect is part of the fun of being a PM. One important advice Tamara offers to new PMs is to build strong trust with core stakeholders in the first few months. 

Understanding their operations and pain points allows the PM to identify tasks they can take off their plate or collaborate on to achieve quick wins. Tamara shares an example of how she learned basic R programming to handle easy client requests, which relieved her data science stakeholders and allowed her to better understand customers and data products.

Tamara also recommends finding a committee of advisors early on, including mentors and other PMs within the organization. These advisors can help tackle issues, provide guidance, and offer insight into the new role and function. Celebrating both wins and failures is another crucial aspect highlighted by Tamara. Acknowledging accomplishments, no matter how small, is important, but it’s equally important to learn from failures and treat them as opportunities for growth.

In the discussion, Tamara mentions that PMs can positively redefine the concept of failure, transforming it into a learning experience and an opportunity for product improvement. This mindset shift can be particularly impactful in the health tech industry. Additionally, the importance of empathy in interactions with stakeholders is highlighted, emphasizing the need to understand their perspectives and needs.

What Businesses Truly Want from Product Managers

“Regardless, I think there are a few key roles or tasks that I think the business will probably want regardless.”

Tamara Snow – Director of Product Management at Flatiron Health

According to Tamara, the role of a product manager (PM) can vary depending on various factors within a company. These factors include whether the product is internal or external-facing, the stage of the product (early concept or mature business line), and its significance to the company’s overall economics. However, a few key roles and tasks are generally expected from PMs.

Firstly, PMs are responsible for owning the vision and strategy of their product. They need to develop and articulate a compelling vision that justifies the company’s investment in the product. Additionally, PMs should create a strong roadmap aligned with the overall company strategy and vision.

Secondly, PMs act as the voice of the customers, both internally and externally. They must deeply understand the customers and advocate for their needs and insights during product development. PMs are crucial in making challenging product and resource tradeoff decisions, using customer insights to guide their choices.

Thirdly, stakeholder management and collaboration are essential for PMs. They must effectively work with various stakeholders, such as engineering and design teams, to build the product efficiently. In health tech, where a mix of experts like oncologists and clinicians collaborate with engineers, managing stakeholders and consolidating different perspectives into a cohesive vision is particularly important.

Challenging the Problem Space and Unveiling Opportunities to Drive Product Success

According to Tamara, when looking for new opportunities as a PM, it is crucial to engage with stakeholders. The first and most powerful stakeholders to approach are the customers. By actively listening to customers and understanding their needs and preferences, PMs can identify pain points and opportunities for improvement.

In addition to existing customers, expanding to new customers or segments requires consideration. Monitoring competitors’ product offerings and partnerships can reveal potential gaps to address. Staying up to date with industry trends can generate new ideas. Conducting lightweight market research and seeking time with target customers enables direct conversations and a deeper understanding of their requirements.

Tamara suggests clearly defining the problem and opportunity when rallying the team for the job. It is essential to motivate the team by presenting a compelling vision highlighting their work’s impact. Early and regular engagement with stakeholders, including engineers, is crucial to gaining their buy-in and involving them in shaping the project. 

Leveraging Data Awareness to Address Pushback in Problem Solving

According to Tamara, data awareness refers to having a solid set of objective data that supports your argument and clearly defines the opportunity and problem space. While data is important, Tamara believes it only takes you so far. 

It is crucial to drive the vision and demonstrate why your team is well-positioned to execute the solution. This involves explaining why the problem needs to be addressed now and highlighting the qualitative aspects of the opportunity, not just the numbers.

“Yeah, in my opinion, if there is a pushback, there is a level of interest.”

Tamara Snow – Director of Product Management at Flatiron Health

As challenges and opposition are expected, anticipating pushback and objections and preparing responses in advance is also important. Tamara emphasizes the need to go beyond a rosy picture and be transparent about the risks, assumptions, and potential challenges associated with the opportunity. You must acknowledge the unknowns and openly discuss the potential bumps along the road. 

From her personal experience, Tamara has learned the value of transparency and managing expectations. She further opines that if the opportunity requires collaboration with other parties or forming partnerships, it’s essential to consider company fit and strategic alignment. The terms of the agreement should be carefully evaluated to ensure that collaboration makes sense for the envisioned opportunity.

Defining Product Management and Keeping Abreast of Current Trends in the Health Tech Industry

According to Tamara, staying on top of industry trends involves reading newsletters, participating in industry-specific conversations on social media platforms like LinkedIn and Twitter, attending conferences and speaking events, and networking with professionals in the industry. These activities help her stay informed and identify new opportunities.

“The role and the skill sets you need as a PM and how you would define that role, I think, definitely differ depending on where you really sit within the organization and what your product looks like.”

Tamara Snow – Director of Product Management at Flatiron Health

When it comes to defining product management, Tamara believes it is not a one-size-fits-all role. The responsibilities of a product manager depend on the specific needs of the product line. For external-facing products, the PM must be able to pitch, sell, understand customers, filter feedback, and guide and influence the team accordingly. For internal-facing products, the focus is identifying and prioritizing platforms that benefit the broader organization and gathering feedback from various teams.

Tamara emphasizes that a product manager’s role and required skill sets vary based on the position within the organization and the nature of the product. Adapting and shaping oneself based on the product’s needs is important. She mentions Bruce Lee’s quote about being like water, which can take any shape depending on the container. While martial arts and product management may not directly correlate, the idea of being adaptable and flexible resonates with the role of a product manager.

Tamara also notes that the role of a product manager evolves over time. As the product and business line mature, different skills and activities become relevant. The role of a product manager constantly changes, presenting new opportunities and challenges, which Tamara finds exciting.

In Summary

Below are the major takeaways from our chat with Tamara:

  • Transitioning into Product Management: Tamara’s career journey from clinical trials to product management highlights the importance of identifying a product role that aligns with one’s existing skill set and passion for solving operational and strategic challenges.
  • Strategies for Success: Building strong relationships with stakeholders, actively listening to customers, and asking the right questions are crucial for successful product managers. Seeking advice from experienced PMs and making warm introductions can enhance networking opportunities.
  • Key Roles and Skills of Product Managers: The role of a product manager can vary depending on factors such as the product’s nature, stage, and significance to the company. However, PMs generally own the product vision and strategy, act as the voice of the customers, and collaborate with various stakeholders. 

WATCH ALSO:

PODCAST #19. WHERE DOES PROBLEM SOLVING AND PRODUCT MANAGEMENT INTERSECT? HEALTHTECH PM SHARES SOME INSIGHTS & OKRS

PODCAST #18. AI’S INFLUENCE IN VIRTUAL HEALTHCARE AND HOW PRODUCT MANAGERS CAN HELP IN THE REVOLUTION& OKRS

PODCAST #17. CHARTING A COURSE IN HEALTH TECH: FROM STUDENT ENTREPRENEURSHIP TO ADVANCED PRODUCT MANAGEMENT & OKRS

PODCAST #16. BEHIND THE SCENES OF HEALTHCARE: HOW DOES PRODUCT MANAGEMENT DRIVE CHANGE?

PODCAST #15. ENGINEERING LEADERSHIP: HOW TO INTEGRATE TEAM COACHING & HEALTHTECH PRODUCT MANAGEMENT & OKRS

***

The APP Solutions launched a podcast, CareMinds, where you can hear from respected experts in healthcare and Health Tech.

Who is a successful product manager in the healthcare domain? Which skills and qualities are crucial? How important is this role in moving a successful business to new achievements? Responsibilities and KPIs?

Please find out about all this and more in our podcast. Stay tuned for updates and subscribe to channels.

Listen to our podcast to get some useful tips on your next startup.

Article podcast YouTube

PODCAST #21. The Scrum Model: When Should Product Teams Use It?

Welcome to our podcast episode where we’re delighted to feature Falko Buttler, the Senior Vice President of Engineering at Accolade Inc.

Falko illuminates his unconventional and diverse background, revealing how it has sculpted his unique approach to product development.

We delve into his early entrepreneurial ventures, his encounters with both failure and success, and his proficiency in managing health tech products with aplomb. In addition, we discuss the vital aspect of employee management and the best ways teams can implement Scrum.

A Journey of Entrepreneurship From Freelance Agency to App Development

Mr. Falko Buttler begins by discussing how he started an agency in the early 2000s to connect tech talent with companies. He recognized the need for such a service while working for a company himself. Mr. Butler acknowledges the abundance of great talent available but highlights the challenges companies face in finding the right individuals, and freelancers struggle to find suitable projects.

He describes his agency as his first venture into building his own business, which he initially pursued as a side gig. While he managed to place a few professionals, the venture ultimately did not succeed. Nevertheless, he considers the experience valuable, as it taught him a great deal about running a company and adopting the mindset of a business owner rather than an employee. Despite the failure, he views this chapter as an exciting one.

Mr. Buttler then discusses the period around 2008, when Apple released the iPhone. At that time, he was contemplating his next entrepreneurial endeavor. Recognizing the potential of mobile platforms and wanting to explore new technologies and programming languages, he began tinkering with flip phones. However, he soon shifted his focus to the iPhone, seeing it as an excellent platform for building something innovative.

During this time, his wife was pregnant and monitoring her diet diligently by manually recording everything she ate. This inspired the idea of creating a mobile app to simplify the process. They named the app Calorie God, which became one of the earliest health and fitness apps in the App Store. Mr. Butler clarifies that his motivation for developing the app was not solely driven by monetary gain but rather by the desire to bring a product to the market, gain user feedback, and create a positive user experience.

To his surprise, Calorie God received a warm reception from early iPhone adopters, leading to viral growth without any marketing efforts. Users enthusiastically shared the app with their friends, doctors, and patients. Mr. Butler found the feedback from users particularly valuable and discovered that many were utilizing the app not just for weight loss but also for maintaining specific diets, including athletes, marathon runners, and bodybuilders. The users’ suggestions and input helped shape the app, leading to the development of new features.

One noteworthy feature was the app’s cloud-sourced food database, allowing users to submit new food items that were initially absent from the database. Mr. Butler’s wife oversaw the quality control process, and approved items were distributed to all users, effectively expanding the database and enhancing the app’s value. As the user base grew, Calorie God gained attention from the media, including press coverage in newspapers and even television appearances.

The success of Calorie God marked a significant turning point for Mr. Butler and his wife as small business owners. They experienced rapid growth and acclaim, which ultimately paved the way for their current endeavors. Mr. Butler emphasizes that without the success of Calorie God, he wouldn’t be where he is today. The app’s journey from a passion project to a viral sensation allowed them to achieve substantial success in a short period.

Bridging Experience through User-Centricity and Product Management in Health Tech

“Realize that not everything you do is going to be a success. Sometimes you’re rolling out a feature, and either your users don’t understand it, value it, or don’t need it.”

Falko Buttler – Senior Vice President Of Engineering, at Accolade Inc.

In Mr. Falko Buttler’s opinion, providing a great user experience is crucial for the success of any product or software. Whether it’s the user downloading an app or the buyer interacting with the software, ensuring a pleasant experience is paramount. Design plays a significant role in this, as Mr. Butler has learned from his experiences in venture-backed startups and mentoring early-stage companies. 

Having a dedicated product designer and focusing on user feedback and research goes a long way in creating an intuitive and impactful experience, regardless of whether the product is consumer-oriented or targeted towards enterprises, particularly in the healthcare industry.

When it comes to driving a product forward and ensuring its success, Mr. Butler emphasizes the importance of having a clear strategy and effectively communicating it across various functions like product, engineering, and marketing. Defining success metrics, such as customer acquisition or net promoter score (NPS), helps measure the impact of the product and the features being developed. 

Understanding user expectations and making adjustments based on feedback is crucial. Mr. Butler also recognizes that not every feature or initiative will be successful, and it is important to be open to trying new approaches and being willing to adapt and iterate based on results.

The Power of Diverse Roles and Its Impact on Product Interactions

“These different stages require different ways of communicating, interacting, and working together, and being able to have gone through all these changes is like learning.”

Falko Buttler – Senior Vice President Of Engineering, at Accolade Inc.

Mr. Falko Buttler shares his extensive experience in various stages of company growth, from the early stages with only a few team members to scaling up to accommodate a large workforce. He emphasizes the importance of adapting communication and collaboration methods based on each stage. Through these experiences, he has gained valuable insights and knowledge.

In terms of software development, Mr. Butler recognizes the significance of creating a pleasant user experience. He believes that design plays a crucial role in achieving this goal. Designing intuitive and user-friendly interfaces is essential for success.

Additionally, it is crucial to have a clear strategy and effectively communicate it across different departments, such as product, engineering, and marketing. Mr. Butler emphasizes the importance of alignment and establishing shared expectations to drive the company toward its goals.

Acknowledging that not every endeavor will be successful, Mr. Buttler encourages embracing failures as learning opportunities. It is important to be adaptable and responsive to user feedback and needs. This flexibility allows for iteration and improvement.

Lastly, Mr. Buttler acknowledges that each stage of company growth requires different approaches to communication, interaction, and teamwork. Navigating and learning from these changes is invaluable for personal and professional growth.

Optimizing Frameworks, Enhancing Structure, and Validating Technical Estimations

Mr. Falko Buttler expresses his perspective on the flexibility of the Scrum framework and its adaptability to different organizations and teams. He highlights that each organization has its own unique characteristics and requirements, necessitating adjustments to fit the specific context. For example, in a medical device company, regulatory processes and external approvals may impose constraints on the frequency of software releases.

Moreover, Mr. Buttler emphasizes that individual teams within an organization may have varying preferences and needs. Some teams may find in-person daily stand-up meetings effective, while others, especially those working remotely, may benefit from virtual meetings. The frequency of stand-ups and grooming sessions may also differ based on factors such as the product manager’s technical expertise and the team’s seniority.

As teams gain experience and become more familiar with the Scrum process, certain aspects of the framework can be streamlined or modified. Mr. Butler shares his own experience of initially guiding the team through Scrum and gradually transferring ownership of the process to the team members as they become proficient. Retrospectives and feedback sessions were conducted regularly to continually improve the process.

Furthermore, Mr. Buttler underscores the importance of having a technically inclined person on the team, such as a product manager with a deep understanding of the technology involved. This person plays a crucial role in effectively communicating and explaining technical aspects to ensure smooth collaboration within the team. He also emphasizes that cohesive teamwork and communication are paramount to achieving success.

Achieving Every PM’s Dream by Empowering Teams to Own the Process

“The PM and the Scrum Master actually need to be in close touch, so they actually need to communicate a lot.”

Falko Buttler – Senior Vice President Of Engineering, at Accolade Inc.

Mr. Falko Buttler emphasizes the importance of close communication between the product manager (PM) and the Scrum Master. He believes that when this communication is lacking, it can lead to misunderstandings and misalignment within the team. To address this, he advocates for frequent meetings and discussions, particularly during the retrospective process after each sprint.

During these retrospectives, Mr. Buttler actively encourages team members to share ideas for improvement. When engineers or team members propose alternative approaches or solutions, he supports their initiatives and suggests piloting those ideas to see their effectiveness. If successful, he suggests sharing these insights with other teams during team meetings, fostering a culture of continuous improvement and knowledge sharing.

In situations where the team is experiencing significant growth, Mr. Butler believes it can be beneficial to bring in external expertise. In his own experience, he recounts how his team, after doubling in size, invited a Scrum trainer from an external company. This training session included not only engineers but also product managers and designers, providing a diverse perspective on the Scrum process. He acknowledges the value of learning from someone who trains numerous companies and gaining insights into new ideas and practices.

Mr. Buttler concludes by highlighting the importance of periodically seeking external perspectives. While this may not be a regular practice, he believes inviting external experts to provide fresh insights and challenge existing norms is valuable. This allows the team to avoid becoming insular and encourages them to explore different approaches and methodologies.

Navigating Team Scaling: Insights from the Remote Work Era

According to Mr. Falko Buttler, prior to 2020, he had experience working with distributed teams, although they were co-located in different locations. However, when the COVID-19 pandemic hit, his company was in the process of expanding to Vancouver, Canada. Due to the circumstances, they fully embraced remote work and hired team members from various locations, including Brazil, Argentina, Canada, the US, and Ukraine.

“What we’ve learned very quickly is that it’s actually easier when everyone is remote than if you have teams that are co-located.”

Falko Buttler – Senior Vice President Of Engineering, at Accolade Inc.

Surprisingly, Mr. Buttler found that working with fully remote teams was actually easier than working with co-located teams. While physical proximity facilitates communication, remote collaboration tools such as Zoom, online collaboration platforms, and specialized tools like GitHub and Jira enable effective communication and productivity. Mr. Butler even observed increased productivity compared to pre-COVID times, as remote work eliminated commuting and provided greater flexibility in reaching team members.

The nature of engineering work, which involves knowledge-based tasks and extensive written communication, lends itself well to remote collaboration. Mr. Butler admits that he previously held the belief that people needed to be physically together in a room for effective teamwork. However, his experience during the pandemic completely changed his perspective, as he witnessed the success of fully distributed teams and their ability to adapt to the challenges of remote work.

Defining and Exploring the Remarkable Aspects of the Wow Factor

According to Mr. Falko Buttler, their company aims to provide a “wow experience” for users, focusing on delivering the best possible experience throughout their healthcare journey. This customer-centric approach has been ingrained in the company’s culture since its inception. Their goal is not just to offer healthcare services but to ensure that users have an exceptional and phenomenal experience.

“We don’t just want to provide you with health care. We want you to really have an absolute phenomenal experience while you’re going through your healthcare journey.”

Falko Buttler – Senior Vice President Of Engineering, at Accolade Inc.

The company strives to change that perception in the healthcare industry, where people typically associate negative experiences with being sick or unwell. They aim to eliminate unfair treatment, reduce waiting times, and simplify the process for users. They want to provide a wide range of services, akin to having a personal concierge for all healthcare needs, without the exorbitant costs associated with such personalized attention.

“We want to provide a wow experience for users as well as all the employees at the organization.”

Falko Buttler – Senior Vice President Of Engineering, at Accolade Inc.

This commitment to the “wow experience” extends beyond primary care and mental health services. It encompasses aspects such as advocacy, where they assist users in finding the right care and providing expert medical opinions for severe diagnoses. Their focus on delivering exceptional experiences is not limited to patients or consumers alone. They also measure employee Net Promoter Score (NPS) to ensure a positive experience for everyone within the organization. Additionally, they aim to provide a “wow experience” for buyers, as Accolade operates in the enterprise business, where health plans or employers purchase their services for their employees.

Preparation for Smooth Transitions and Navigating the Acquisition Process

“Given that I’ve gone through multiple of these transitions and seen things that work and don’t work, I feel what’s important is that before you try to integrate products, fully understand both your existing product as well as the product and the company that was acquired, and see how they actually fit together.”

Falko Buttler – Senior Vice President Of Engineering, at Accolade Inc.

According to Mr. Falko Buttler, based on his experience with company acquisitions and product integrations, he believes it is crucial to thoroughly understand both the existing product and the acquired product, as well as the company behind it. Building trust between the teams is essential, allowing time for them to familiarize themselves with each other’s products, functionalities, and potential overlaps. It is important to deeply comprehend the use cases and explore how the integration can be optimized.

Mr. Butler cautions against rushing the integration process, which often leads to negative outcomes. Acquisitions should not be hurriedly pushed into the product to satisfy shareholders or customers. Instead, a thoughtful approach should be taken, allowing for an extended integration timeline. Trying to expedite the process without proper understanding and alignment between teams results in difficulties in maintenance, longer-than-expected timelines, and overall dissatisfaction among stakeholders.

In his company’s case, they followed a strategic approach during the first 12 months after the acquisition. They continued with their independent roadmap while fostering regular check-ins and interactions between the different teams. This enabled a deeper understanding of each other’s capabilities and products. Eventually, they successfully launched their first integrated solution in January, which was well-received. Despite the challenges and stress involved, the integration was deemed a success due to the trust, careful thought, and planning invested in the process.

Mr. Butler acknowledges that full integration is a long-term endeavor, but he emphasizes that a thoughtful and patient approach significantly increases the chances of success. Allowing teams the necessary time to understand each other, build trust, and plan integration steps carefully makes the overall outcome more likely to be positive.

The Power of Autonomy: Balancing Product Development Processes in Bigger and Smaller Companies

Mr. Falko Buttler believes that when integrating teams from different companies, it is important to recognize and appreciate their slightly different processes. Each team has developed its own processes independently, and understanding the reasons behind these variations can be enlightening. Mr. Butler suggests that there may be benefits in maintaining some of these differences, at least for a period of time, rather than forcefully imposing a single set of processes. 

The acquiring company may even learn valuable lessons from the company it acquired and choose to adopt certain practices from them. The acquiring company may have more technical depth due to its longer market presence, but the acquired company’s processes may have unique insights from its history. Mr. Butler emphasizes the importance of learning from each other and creating a combined set of processes that works well for the newly merged company.

In terms of product development, Mr. Buttler highlights the different approaches between his company, Plus, as a consumer brand, and Accolade, a more traditional enterprise company. He suggests that finding a balance between these two approaches is crucial. It’s not about favoring one over the other but rather selecting the most effective elements from each to create a process that suits the combined company’s needs. 

This process of marrying different approaches is an ongoing endeavor for their company, and Mr. Butler believes that this principle applies not only to healthcare but to any company merging with another.

Analyzing the Pace of Health Care and Factors Affecting Tech Adoption

According to Mr. Falko Buttler, who has been working in the industry since 2005, health care is generally slower to adopt new technology compared to other industries. This is partly due to the highly regulated nature of the field. Patient safety and privacy are paramount concerns that often come into conflict with the implementation of new technologies.

However, there has been a significant shift in the healthcare industry in recent years. The COVID-19 pandemic has played a crucial role in accelerating the adoption of certain technologies. For instance, video conferencing, which was not widely used before, has now become widely adopted for remote healthcare consultations.

Sometimes, a significant event like a pandemic acts as a forcing function to drive legislative changes and change people’s perceptions. In the case of healthcare, COVID-19 has helped people recognize the value and convenience of virtual care. Virtual care provides a solution for individuals living in rural areas with limited access to quality healthcare. It allows them to connect with experts in the field, regardless of their geographical location, in a short amount of time.

Spotting the Recipe for Success: Common Denominators of Thriving Companies

According to Mr. Falko Buttler’s opinion, he considers several key aspects when evaluating startups. Firstly, he looks at the leadership team and whether they possess deep knowledge and understanding of the specific field, including its challenges and opportunities. Additionally, having connections and knowledge of how to effectively sell the product or service to potential customers is crucial.

Moreover, he emphasizes the importance of great execution skills, especially in managing limited funds. It used to be relatively easy to raise a large amount of money based on a promising idea, but the real challenge lies in utilizing that capital to launch a product, achieve adoption, and avoid constantly relying on raising more funds.

He also stresses the significance of staying laser-focused on the customer and the product. Rather than attempting to build a full solution from the start, finding the minimum viable product (MVP) and iterating on it with clear goals in mind is crucial. This iterative approach allows for incremental improvements while conserving resources.

In conclusion

During our captivating podcast featuring Mr. Falko Buttler’s entrepreneurial journey and insights, we acquired invaluable wisdom specifically tailored to aspiring entrepreneurs, engineers, and product managers. Below are five valuable takeaways from our enlightening conversation:

  • Recognizing market needs: Understand the challenges companies and freelancers face in the tech industry.
  • Embracing failure and learning: Embrace failures as valuable learning opportunities and experiences about running a business and adopting a business owner mindset.
  • User-centric product development: A product’s success depends on its positive user experience, viral expansion, and user feedback-inspiring new features.
  • Importance of effective communication and strategy: Mr. Butler emphasizes the significance of clear communication, alignment, and a well-defined strategy across product, engineering, and marketing teams for driving product success
  • Adapting to change and continuous improvement: Be responsive to user feedback and adaptable to iterate and improve products and processes.

WATCH ALSO:

PODCAST #20. HOW PRODUCT MANAGEMENT IS MIRRORED IN THE PHARMA BUSINESS AND TECH DIVISIONS

PODCAST #19. WHERE DOES PROBLEM SOLVING AND PRODUCT MANAGEMENT INTERSECT? HEALTHTECH PM SHARES SOME INSIGHTS & OKRS

PODCAST #18. AI’S INFLUENCE IN VIRTUAL HEALTHCARE AND HOW PRODUCT MANAGERS CAN HELP IN THE REVOLUTION& OKRS

PODCAST #17. CHARTING A COURSE IN HEALTH TECH: FROM STUDENT ENTREPRENEURSHIP TO ADVANCED PRODUCT MANAGEMENT & OKRS

PODCAST #16. BEHIND THE SCENES OF HEALTHCARE: HOW DOES PRODUCT MANAGEMENT DRIVE CHANGE?

***

The APP Solutions launched a podcast, CareMinds, where you can hear from respected experts in healthcare and Health Tech.

Who is a successful product manager in the healthcare domain? Which skills and qualities are crucial? How important is this role in moving a successful business to new achievements? Responsibilities and KPIs?

Please find out about all this and more in our podcast. Stay tuned for updates and subscribe to channels.

Listen to our podcast to get some useful tips on your next startup.

Article podcast YouTube

PODCAST #22. EMR Interoperability and Data Standardization Issues Amid AI Adoption in Healthcare

Welcome to another CareMinds podcast episode featuring Sameer Desai, Senior Director of Engineering and Product Management at Verona Health. In this two-part episode, Sameer Desai shares his invaluable insights into the limitations of Electronic Medical Records (EMR) in addressing interoperability challenges comprehensively.

Sameer Desai’s expertise allows us to delve into the specific hurdles smaller and niche healthcare practices face in achieving interoperability. With over 12 years of experience in software development and HL7 C certification, Sameer Desai has extensive knowledge of EHR systems and their intricacies. 

Throughout the episode, he sheds light on slower adoption of the FHIR standard and the cumbersome process of custom integrations they must endure to overcome interoperability challenges.

Let’s dive right in!

The Role of AI in Healthcare and Addressing Data Standardization Challenges

“I think we have heard about everybody transitioning to FHIR. Now, especially in the space I work in, we are going across 50 different EHRs. When you look at the FHIR standard, the maturity of FHIR APIs across EHRs varies a lot.”

Sameer Desai – Senior Director of Engineering & Product Management at Verana Health

According to Mr. Sameer Desai, the problem of lack of standardization has persisted over time. While there are standards in place, most healthcare providers consider them guidelines rather than strict requirements, leading to issues.

He mentions the transition to the FHIR (Fast Healthcare Interoperability Resources) standard, which many in the industry adopt. However, the maturity of FHIR varies significantly across different EHR systems. For example, one EHR may populate all the required fields correctly, while another may not adhere to the same structure or location for data population.

Mr. Sameer Desai also highlights the challenges faced in specialty areas like ophthalmology, where specific EHR systems may lack the resources or capabilities to implement the FHIR standard. Thus, some EHR systems can communicate effectively using standard formats, while others lack the capabilities or resources to do so. This presents a dilemma for building an inclusive AI program that accommodates all EHR systems, regardless of their size or resources.

He emphasizes the importance of enabling participation in AI advancements for all healthcare providers, not just those who can afford or have implemented systems like Epic. However, the customization of workflows within EHR implementations adds another layer of complexity to the FHIR framework. This is because even two Epic implementations may differ in appearance and data organization. Critical information may be stored in notes rather than standardized fields in certain fields like neurology, further complicating data extraction for algorithm development.

Mr. Sameer Desai acknowledges that such diverse data formats pose a challenge, despite recognizing that healthcare data is valuable, akin to oil. Still, it is not uniformly accessible or structured across all EHR systems. He underscores the need to address these issues and achieve standardized data formats to facilitate the development of accurate algorithms, predictions, and improvements in care quality and drug development.

Exploring the Relationship Between the Adoption of FHIR Standard and EMR/EHR Efficiency”

Mr. Sameer Desai expresses his perspective on adopting the FHIR standard and its limitations. He mentions that FHIR is still in its early stages of development and does not address all types of problems in healthcare data interoperability.

He provides an example of their current focus on helping providers submit MIPS reports, which involves administrative aspects of data. Specifically, he mentions the challenge of reconciling medications when patients visit healthcare providers. This type of specific information may not have an exact place within the FHIR standards, as FHIR is primarily evaluated as a clinical data standard. However, he notes that FHIR is also evolving to encompass financial and initiative spaces.

“So I think in the newer world, we expect, like now, we’re going to do something with images; we’re also going to do something with genomic data, which will always result in different formats.” 

Sameer Desai – Senior Director of Engineering & Product Management at Verana Health

Mr. Sameer Desai emphasizes that healthcare data goes beyond just clinical information. The data requirements become more extensive as the industry shifts from transactional to value-based healthcare. They must consider factors beyond diagnosis and disease treatment, such as socioeconomic factors. The scope of data expands to include non-healthcare-related information. Progress must be made toward achieving standard formats.

Looking ahead, Mr. Sameer Desai mentions integrating images and genomic data, which will introduce further variations in data formats. However, he highlights that the challenges extend to the core clinical data, which is not yet standardized. He believes that the pace of FHIR standard adoption will help address these issues, noting that larger DH organizations have already taken the leap, and he expects others to follow suit.

Challenges in Data Plumbing: Addressing Development Obstacles for Integrating Diverse EHR Systems

“So at some point, you have to take a hit to convert that to a common model where you can apply these algorithms at scale and move forward.”

Sameer Desai – Senior Director of Engineering & Product Management at Verana Health

Mr. Sameer Desai expresses his opinion on the challenges and significance of working on healthcare data interoperability. He believes that although this job may not appear shiny or exciting to most engineers, it is crucial for the healthcare industry. Waiting for everyone to adopt the same standards is not feasible; therefore, immediate action is necessary to solve the problems at hand and make progress. He emphasized the need to address the challenges faced in the healthcare space today.

According to Mr. Sameer Desai, the challenges in this field start with technical problems such as establishing connections and sharing data, which can be solved through APIs or direct database connections. However, the real challenge arises once the data is in the environment and needs to be understood. This requires collaboration with EHR vendor partners, who may have different priorities and may be hesitant to cooperate, especially when dealing with startups that lack the leverage of larger organizations. Convincing EHR vendors to work together and establish a common data model becomes crucial, particularly when working across multiple entities.

Another obstacle is the operational aspect, where people become more dependent due to the complexity involved. Working with multiple EHR systems (30 to 50 in this case) requires finding a common data model to apply machine learning and analytical algorithms at scale. Operational challenges also arise from capturing data within EHRs, as different systems may have varied data entry and organization approaches.

He provided an example of the complexity involved in medication reconciliation, where different EHRs use diverse methods such as procedure codes, flags, reverse flags, or note templates. Human involvement becomes essential in resolving such discrepancies, leading to a greater need for larger teams to handle multiple EHR systems effectively.

“It’s also about figuring out these operational things – where does it make sense to invest in automating, and where does it make sense to actually just have people do it?”

Sameer Desai – Senior Director of Engineering & Product Management at Verana Health

Additionally, Mr. Sameer Desai mentioned the complexity at the practice level, where non-standard EHRs allow unstructured notes, and each provider or nurse practitioner may have a way of documenting information. These technological and operational challenges require balancing automation and human intervention, depending on the specific situation and the value derived from solving the problem.

He concludes by emphasizing that all startups encounter these challenges, and the key lies in finding a happy balance or a happy medium. This balance involves determining the value of solving problems and deciding whether automation or human effort is the most suitable approach. Mr. Sameer Desai considers achieving this balance to be an art or science in itself.

Unveiling Verana Health’s Strategies for Tackling Standardization Challenges in Healthcare”

Mr. Sameer Desai shares his perspective on Verana Health’s unique position and approach to solving healthcare data challenges. He believes that Verana Health has a distinct advantage in working with societies and specialties, enabling them to leverage their influence with HR vendors. By collaborating with these societies, Verana Health can request additional support in terms of data mapping and establishing connections with HR vendors.

Mr. Sameer Desai emphasizes that Verana Health’s primary focus is to provide the best customer satisfaction for its registry members. To achieve this, they meet their customers where they are. For practices using Epic, Verana Health has an FHIR injection API that allows them to easily ingest the data. This minimizes the burden on hospitals or practices. However, for practices using smaller, specialized HR systems that may not have similar integration capabilities, Verana Health is responsible for directly obtaining data from their databases.

They then work closely with the HR vendors to understand data mappings and ensure compatibility. Alternatively, if the HR systems have standardized data extracts, Verana Health works with those extracts and maps them to their common data model. This approach provides multiple options to customers, allowing them to participate in the registry and benefit from insights into the quality of care while receiving suggestions for improvement.

Additionally, Mr. Sameer Desai highlights that Verana Health considers patients’ well-being. They offer practice opportunities to participate in clinical trials, ultimately benefiting patients. While certain regions may have limited access to breakthrough treatments and trial participation, Verana Health strives to solve data-related problems for them. They facilitate connectivity to platforms and ensure that these regions are included, enabling them to be part of the larger healthcare ecosystem.

Furthermore, Verana Health leverages artificial intelligence (AI) to go beyond structured data. They analyze unstructured data such as notes and employ AI models to identify additional information. Verana Health excels not only in identification but also in converting this unstructured data into a structured format. By doing so, they can provide valuable structured data to research organizations and clinical trials, aiding in research advancements.

Achieving Effective Problem Solving and Execution in Product Development: Verana Health’s Collaborative Model and Success Stories

“I build the platform, I get the data, and then my outbound product managers are building experiences based on which customer they are serving.” 

Sameer Desai – Senior Director of Engineering & Product Management at Verana Health

Mr. Sameer Desai discusses the collaborative structure and roles within Verana Health’s product management team. He explains that the structure resembles a common model seen in Silicon Valley, known as inbound or outbound product managers or technical product managers versus traditional product managers. Regardless of the terminology, Mr. Sameer Desai’s focus at Verana Health is on building the platform.

“So I am more technically oriented in terms of setting up the platform and looking at how we can scale this.” 

Sameer Desai – Senior Director of Engineering & Product Management at Verana Health

As a technical product manager, Mr. Sameer Desai is primarily responsible for platform development and scalability. He considers the developers and individuals who will create additional applications on top of the platform as his customers. He focuses on the technical aspects of platform setup and operational scalability rather than direct customer interaction.

On the other hand, the outbound product managers work with the data and insights generated by the platform. They use this information to create tailored experiences for different customer segments. Verana Health serves various customer bases, including societies, doctors/providers, and clinical trial sponsors. Each customer base has specific needs, and the outbound product managers build experiences and applications to address those needs.

Mr. Sameer Desai emphasizes that the platform he develops remains agnostic to the specific customer bases. He acts as a layer between the data insights and the engineers, ensuring they clearly understand how the data is used without burdening them with customer-specific details. This structure allows for effective collaboration and streamlines the product development process.

Verana Health’s Resourceful Approach to Ensuring Smooth and Efficient Scaling

According to Mr. Sameer Desai, operational scaling at Verana Health involves several key aspects. Firstly, connecting with different electronic health record (EHR) systems is challenging, some of which are cloud-hosted while others are on-premises. With over 1,500 connections to individual practices, the goal is to make the setup process as easy as possible, particularly for small practices with limited IT resources. Verana Health focuses on building user-friendly and remotely manageable solutions to alleviate the burden on these practices. 

In addition to the operational challenges, there is a focus on reducing data latency. In contrast to the traditional approach of working with claims data that may have a lag of 90 days, their goal is to shorten the lag to weeks. Maintaining connections and ensuring stability is crucial in achieving this objective. The company takes responsibility for ensuring the smooth running and uptime of these connections, focusing on maintaining low latency for data refreshes.

Another aspect of scaling involves the staggered implementation of different EHRs. Each EHR system may be adopted by practices at different times, which requires careful planning and program management. Resources on their side and the EHR partners’ side are limited, so efficient planning is necessary to make the implementation process feasible. Verana Health has dedicated mapping and clinical data transformation resources available for this purpose.

Once the data is received, another scaling layer comes into play, addressing data curation and organization for specific disease areas. Verana Health focuses on understanding market needs and the requirements of research organizations to effectively curate and transform the data for analysis and research purposes.

While these aspects are important, Mr. Sameer Desai emphasizes that the first two aspects, which are external-facing and involve operational scaling, hold greater significance. Meeting their partners’ needs is a priority, and achieving it requires a combination of art and induction in the planning process. It is not solely a scientific endeavor but also involves carefully considering various factors to ensure successful scaling and operational efficiency.

The Future of Interoperability: Navigating Integrations and Data Streams for Smaller Startups and Niche Practices

“We are moving towards data set marketplaces, where startups can leverage pre-cleaned data sets and build experiences that other competitors are not focused on.” 

Sameer Desai – Senior Director of Engineering & Product Management at Verana Health

According to Mr. Sameer Desai, the healthcare industry lags behind other sectors in effectively leveraging data. He acknowledges that there are reasons for this discrepancy, noting that healthcare cannot acquire data in the same way as consumer industries.

However, Mr. Sameer Desai points out an emerging trend in the overall data landscape: the rise of data set marketplaces. He cites AWS as an example of a company that has recently introduced its marketplace, and he believes that other vendors are pursuing similar initiatives. This development will make the data space more interesting as organizations undertake the initial groundwork. They’ll be responsible for the data cleaning and preparation processes, making curated data sets available in these marketplaces.

Mr. Sameer Desai highlights the potential benefits for startups in this evolving landscape. By leveraging these curated data sets, startups can explore developing new AI models to address challenges that other industries and competitors may not be focusing on. Alternatively, they can utilize the data to build unique experiences that competitors have not yet explored or may not be interested in pursuing.

He emphasizes exhaustively exploring these options before resorting to expensive data acquisition methods. Mr. Sameer Desai acknowledges that establishing numerous connections and acquiring data through traditional means can be a capital-intensive process.

Let’s Sum it Up

Here are five key takeaways from our discussion with Mr. Sameer Desai:

  • Data standardization challenges persist in healthcare, hindering interoperability and AI’s full potential.
  • Although still in its early stages, adopting the FHIR standard is essential for achieving data interoperability in healthcare. 
  • Technical and operational obstacles must be addressed, including reconciling different data entry methods and addressing variations in data organization across different systems.
  • Verana Health employs unique strategies to tackle data standardization challenges. They also offer multiple options for practices of different sizes and capabilities to participate and benefit from insights into care quality.
  • Operational scaling, reducing data latency, and effective data curation are crucial for successful healthcare data management.

WATCH ALSO:

PODCAST #21. THE SCRUM MODEL: WHEN SHOULD PRODUCT TEAMS USE IT?

PODCAST #20. HOW PRODUCT MANAGEMENT IS MIRRORED IN THE PHARMA BUSINESS AND TECH DIVISIONS

PODCAST #19. WHERE DOES PROBLEM SOLVING AND PRODUCT MANAGEMENT INTERSECT? HEALTHTECH PM SHARES SOME INSIGHTS & OKRS

PODCAST #18. AI’S INFLUENCE IN VIRTUAL HEALTHCARE AND HOW PRODUCT MANAGERS CAN HELP IN THE REVOLUTION& OKRS

PODCAST #17. CHARTING A COURSE IN HEALTH TECH: FROM STUDENT ENTREPRENEURSHIP TO ADVANCED PRODUCT MANAGEMENT & OKRS

***

The APP Solutions launched a podcast, CareMinds, where you can hear from respected experts in healthcare and Health Tech.

Who is a successful product manager in the healthcare domain? Which skills and qualities are crucial? How important is this role in moving a successful business to new achievements? Responsibilities and KPIs?

Please find out about all this and more in our podcast. Stay tuned for updates and subscribe to channels.

Listen to our podcast to get some useful tips on your next startup.

Article podcast YouTube

PODCAST #23. Maximizing Opportunities in Product Management: What We Learned from a Director of Engineering

Welcome to the Care Minds podcast! Today, our guest is Adam Jubert, Director of Engineering at Journey Clinical. We’ll cover Adam’s career, explore product design and development, and discuss the role of AI in process optimization.

Now, here’s a thought to ponder for PMs – What if the secret to groundbreaking innovation lies in identifying the right company? Let’s explore this, shall we?

Navigating Career Growth: From a Software Developer to Director of Engineering

“Taking an active role in your own career progression is the most important thing.”

Adam Jubert – Director of Engineering at Journey Clinical

Mr. Adam said a proactive approach and a keen eye for new opportunities drove his career growth and progression. He emphasized the importance of having regular one-on-one meetings with his managers, during which they discussed his career goals and identified potential areas for growth. Through these conversations, he was able to take on challenging technical projects and expand his skills in project management.

As he evolved as a software engineer, Mr. Adam recognized the choice between pursuing an individual contributor track or transitioning into a management track. Opting for the latter, he began working cross-functionally and delving into project management. He actively sought opportunities to lead and demonstrated his capabilities in coordinating projects and collaborating with teams.

One key factor contributing to his growth was the feedback he received from his managers. During their one-on-one sessions, he not only sought constructive criticism but also asked his managers to identify the aspects of his work that they appreciated. This enabled him to receive recognition for his strengths and continue to build upon them.

Mr. Adam’s progression was gradual; he took small steps by managing projects that initially required one to two engineers. Over time, he gained experience handling multiple cross-functional projects simultaneously. He actively sought advice from his leadership, seeking guidance on improving his project management skills and effectively managing people.

Identifying Growth Opportunities in Early Career Choices

According to Mr. Adam, identifying companies that offer growth opportunities early on requires careful consideration during the interview process. While popular rankings and articles about top tech companies can provide a starting point, he emphasizes that many lesser-known companies can still provide a conducive environment for success.

It is essential to present yourself as a candidate and interview the company during interviews. Mr. Adam suggests asking questions about team culture and management style. One effective question he often asks managers is to describe a situation where they had to discipline or handle issues with an employee. Understanding the manager’s leadership approach makes it possible to assess if it aligns with personal preferences and career goals.

Moreover, Mr. Adam highlights the importance of gathering insights from current employees about the company culture and career progression. Asking about recent promotions and success stories within the organization can provide valuable information about growth opportunities. Exploring these cultural questions related to career progression helps in making an informed decision.

Regarding series D startups or later-stage startups, where organizational structures may be less defined, Mr. Adam suggests discussing career progression during the interview process. It is important to inquire about the frequency of promotions and how the company supports employee growth. Once in the role, maintaining open and honest communication with one’s direct manager is crucial. Clearly expressing career aspirations and goals and ensuring that expectations are aligned with the manager’s support can contribute to a successful career path within such organizations.

Mr. Adam acknowledges that navigating promotions can be challenging due to organizational structures, but having a supportive manager who advocates for employee growth is vital. Identifying such managers during the interview process and fostering a strong working relationship with them is key. By collaborating with managers, setting clear expectations, and regularly checking in, employees can enhance their chances of career advancement.

Streamlining Engineering Moves and Balancing Efficiency and Effectiveness in Multi-Sided Marketplaces

According to Mr. Adam, effectively managing a multi-sided marketplace like Journey Clinical involves understanding and acknowledging the diverse needs and perspectives of different user groups. He emphasizes the importance of tailoring the presentation of information to suit the specific requirements of each user segment. For example, doctors may prefer concise, scientifically formatted information, while patients would benefit from a user-friendly and organized experience.

In tackling problem statements within the marketplace, Mr. Adam suggests addressing the concerns of the respective user sets involved. However, it is also crucial to consider the potential ripple effects and impacts on other areas of the application. For instance, changes made in the patient portal should be consistent with and complement updates in the prescriber portal. This ensures a cohesive user experience across the entire marketplace.

Furthermore, Mr. Adam emphasizes aligning communication styles with users’ preferences. By considering not only what users are accustomed to seeing within the app but also what they generally prefer, a more engaging and effective user experience can be created.

Preparing for Product Success: Essential Steps Before Embarking on Component-Driven Development

Adam believes companies must take certain steps before diving into product development. While the instinct might be to start solving problems immediately, he advises against skipping the process of first digitizing and operationalizing the solution. By incorporating the solution into the product design engineering flow, valuable time can be saved, and important lessons can be learned.

“Being lean, being a startup, your goal is to make guesses, make hypotheses, run experiments, see if those experiences were true, see if the hypothesis was true, and then iterate on it.”

Adam Jubert – Director of Engineering at Journey Clinical

Being lean and agile is essential for startups, and their goal should be to make hypotheses, run experiments, validate those hypotheses, and iterate based on the results. Mr. Adam emphasizes the importance of operationalizing things, which involves using tools that facilitate the creation of prototypes or minimal viable products. These tools can range from simple ones like Google Sheets and Forms to more complex automation processes and scheduling software. By leveraging these tools, companies can quickly create hypotheses, test them, and iterate accordingly.

The advantage of operationalizing hypotheses before entering the full product design cycle is to avoid spending excessive time and effort on developing a product that may not align with user expectations. By validating hypotheses early on, companies can gather feedback and make informed decisions about the direction of their product development.

Balancing Speed and Quality and Navigating Pushback between Technical and Product Departments

“Having a culture on the team of having open conversations around tradeoffs is super important.”

Adam Jubert – Director of Engineering at Journey Clinical

According to Mr. Adam, one of the difficulties that technical and product departments in startups frequently face is striking a balance between speed and quality. The need for rapid progress often clashes with the desire for a polished and aesthetically pleasing product. In the startup environment, speed is crucial, and the focus is on delivering a functional solution rather than a perfect user experience.

Creating a culture of open discussions around trade-offs is vital to addressing this challenge. Mr. Adam emphasizes the importance of conversations involving engineering leadership, product managers, and other stakeholders. It is crucial to openly discuss the trade-offs between delivering a shiny, feature-rich product in a longer timeframe versus delivering a functional product quickly for testing and iteration.

In Mr. Adam’s experience, most product managers in startups prioritize functionality over aesthetics during the early stages. They opt for delivering a minimum viable product quickly and gathering user feedback before investing time and resources in refining the user experience. The decision-making process regarding trade-offs is typically non-emotional, focusing on what is best for the business and the users.

As a director of engineering, Mr. Adam aims to ensure the business’s success and the users’ satisfaction. He emphasizes that no matter which trade-off is chosen, his team can still work on interesting projects and contribute valuable code. The level of attention to product and design quality increases as the user base grows. However, in the early stages of startups, having a functional product is generally deemed more important than a flawless user interface.

Mr. Adam cites examples of successful startups that initially operated with simple tools like Google Sheets or manual email processes. These companies scaled their user base significantly before investing heavily in refining the user experience. This illustrates that perfection in UX or UI is not essential at the early stages of a startup.

Essential Solutions and Strategies for Fast-tracking Efficient Go-to-Market

“When researching third party tools, cost is also important, as well as their ability to integrate and provide a seamless user experience.”

Adam Jubert – Director of Engineering at Journey Clinical

According to Mr. Adam, there are several key factors to consider when selecting software solutions for different industries. In the healthcare sector, HIPAA compliance is a must-have requirement. Similarly, in finance, there may be specific regulations like Payment Card Industry Data Security Standard (PCI DSS) compliance to consider. Mr. Adam emphasizes that they can ensure HIPAA compliance if they build the software in-house. However, HIPAA compliance and cost become crucial when exploring third-party options.

During discussions about problem statements, Mr. Adam applies a cost-benefit analysis. He first considers whether existing companies offer solutions for the specific problem statement, estimating that approximately 80% of problems already have existing solutions. He examines the available companies and their solutions, evaluating factors such as their ability to address the problem statement, ease of integration, and the presence of APIs, which are essential for seamless integration with existing systems. Mr. Adam highlights the importance of integrating the third-party solution in a way that appears seamless to the user, avoiding a disjointed experience.

Furthermore, Mr. Adam considers the resources within his team, particularly focusing on product design and engineering. He evaluates the number of engineers available, the time required to build a custom solution, the scalability of the custom solution, and the need for additional features. If a company has sufficient engineers, building an in-house solution to keep everything internal may make sense. However, with limited engineering resources, integrating with third-party tools becomes a more viable option, allowing the engineers to focus on other tasks.

Mr. Adam acknowledges the tradeoffs between building in-house and buying third-party solutions. While it’s tempting to have most of the solution be internal intellectual property (IP), third-party tools’ practical considerations and advantages should not be overlooked. He suggests that companies carefully assess the benefits and drawbacks of each approach.

“Tools like Github Copilot and Chat GPT can save a ton of time and be useful for tasks like code autocomplete and writing unit tests.”

Adam Jubert – Director of Engineering at Journey Clinical

Shifting gears to AI technology, Mr. Adam shares his enthusiasm for tools like GitHub Copilot. This tool provides code autocomplete suggestions based on the user’s codebase and the vast amount of code available on GitHub. It significantly saves time and is particularly adept at suggesting proper conventions, which is crucial when using frameworks like Ruby on Rails.

Additionally, Mr. Adam mentions the usefulness of chatbot AI tools for writing unit tests. Unit testing and code quality are paramount to him and his team. Tools like Chat GPT enable developers to generate unit tests quickly by providing suggestions and reducing the time spent on manual test writing.

The Ideal Product Manager and Quality Traits Engineers Love to Work With

“Some of the product managers that I’ve really loved working with in the past are proactive and get a full sense of the stakeholders’ needs and problems beforehand.”

Adam Jubert – Director of Engineering at Journey Clinical

According to Mr. Adam, effective product managers are proactive and thoroughly understand stakeholders’ needs and problems before involving the engineering and design teams. He appreciates the use of comprehensive documentation, citing companies like Stripe as an example, where they prioritize documentation and even have documentation about their documentation. Mr. Adam believes writing things down and incorporating visuals when possible is essential for clarity and understanding.

“Making sure that the problem statements and potential solutions align with what already exists in the current context of the application.”

Adam Jubert – Director of Engineering at Journey Clinical

Moreover, Mr. Adam emphasizes the importance of considering the current context of the application being worked on. It is crucial to ensure that problem statements and potential solutions align with the existing framework. 

When wireframing and discussing the flow of data elements, he emphasizes the need to know where each data element originates. For example, if a user’s phone number is required to send them a text, it is necessary to consider what happens if the phone number is unavailable. Understanding the data sources and their interaction with different application parts is vital for maintaining a coherent and functional system.

Key Considerations for Enhancing Collaboration between Product Managers and Engineering Teams

“Having blameless postmortems when there are big issues and taking the focus off of who did the wrong thing onto what happened and how to improve it in the future.”

Adam Jubert – Director of Engineering at Journey Clinical

Effective product managers should communicate the problem statement to the engineering team and provide insights into the user’s journey. Sharing user feedback and recordings of user interviews can give engineers a sense of purpose and intrinsic motivation. Data-driven communication, such as highlighting the percentage of users experiencing a specific problem and expressing their frustration, resonates well with engineers who value empirical evidence.

Furthermore, Mr. Adam emphasizes creating a shared experience within a fully remote team. He suggests starting meetings with a few minutes of casual conversation to foster a sense of camaraderie. Writing high-quality code, including tests, conducting pull requests, and conducting code reviews, is essential for a high-performance engineering team.

As a manager, Mr. Adam believes in the significance of regular one-on-one meetings with direct reports to support their progress toward their goals. Additionally, he recognizes the value of occasional skip-level one-on-ones to maintain an understanding of the broader team dynamics. Encouraging a blameless culture is crucial when addressing bugs or issues. 

Mr. Adam promotes blameless postmortems to focus on process improvement rather than assigning individual blame. By referring to code issues as “our code” and conducting blameless postmortems, the team takes collective responsibility for their work and focuses on learning from mistakes.

Summing it Up…

The journey of Mr. Adam provides valuable insights for navigating career growth in the tech industry. Through his experiences and perspectives, we can distill the following major lessons:

  • Proactively seeking new opportunities and engaging in regular one-on-one meetings with managers serve as a platform to discuss career goals and identify growth areas.
  • As one’s career progresses, pursuing an individual contributor or management track demonstrates one’s capabilities. It also expands one’s skills beyond technical expertise.
  • Seeking feedback from managers helps identify areas for improvement while acknowledging strengths and leveraging them to build upon success. 
  • Making informed career choices and identifying growth opportunities early in one’s career requires careful consideration.
  • Balancing efficiency and effectiveness is very important, especially in startups. Also, prioritizing functionality over aesthetics in the early stages is key.

WATCH ALSO:

PODCAST #22. EMR INTEROPERABILITY AND DATA STANDARDIZATION ISSUES AMID AI ADOPTION IN HEALTHCARE & OKRS

PODCAST #21. THE SCRUM MODEL: WHEN SHOULD PRODUCT TEAMS USE IT?

PODCAST #20. HOW PRODUCT MANAGEMENT IS MIRRORED IN THE PHARMA BUSINESS AND TECH DIVISIONS

PODCAST #19. WHERE DOES PROBLEM SOLVING AND PRODUCT MANAGEMENT INTERSECT? HEALTHTECH PM SHARES SOME INSIGHTS & OKRS

PODCAST #18. AI’S INFLUENCE IN VIRTUAL HEALTHCARE AND HOW PRODUCT MANAGERS CAN HELP IN THE REVOLUTION& OKRS

***

The APP Solutions launched a podcast, CareMinds, where you can hear from respected experts in healthcare and Health Tech.

Who is a successful product manager in the healthcare domain? Which skills and qualities are crucial? How important is this role in moving a successful business to new achievements? Responsibilities and KPIs?

Please find out about all this and more in our podcast. Stay tuned for updates and subscribe to channels.

Listen to our podcast to get some useful tips on your next startup.

Article podcast YouTube

PODCAST #8. How Intelligent Product Development Can Improve Innovation Efficiency

Today we have an exciting guest, Yuval Rubin, CEO of Ada Health, – an app made by doctors to check symptoms for thousands of diseases. Usually, our guests have been active in life since college – they run marathons and participate in charity programs… But what about military intelligence?

Exploring Career Pathways

A lot of women are serving their work with a lot of coding. Isn’t that the best way to get experience in data analysis? Yuval worked in the office of the Israeli prime minister, working closely with the Ministry of Health. She was deciding how to anonymize a lot of patient data to provide value on a larger scale, and that was really interesting and also was a very big stepping stone for the collaboration with Pfizer.

If you’re more after ideology or certain values that you want to promote, the public sector is the way to go.

From Data Analyst to Business-Oriented PM


But at the same time – unlike the private sector, the public sector is not dynamic. So Yuval left her position and went to London to study at the London School of Economics – she got a master’s degree in social innovation and entrepreneurship, which was a great way to introduce herself to social startups.

Next was working as a lead data analyst and then CPO, changing my specialization from pure data person to a more business-oriented PM – “I learned to work smarter, not harder.” Ironically, working smarter is “easier” because you do most of the work yourself. And working smarter means learning to delegate work to ensure it gets done well and on time. You have to ask questions without fear of losing credibility if you don’t know something.

People need to have access to the KPIs; they need to be sure that they can refer to them daily and that it helps them make decisions.

Yuval talks about her product – we have a symptom assessment. We also have a test like diagnostic tests in the U.S. we now have some tools to assess your eligibility for covered medications to avoid severe coveting. So we are launching more and more things to help users remain healthy, so on the prevention aspect and focusing on those at high risk of getting comorbidities or any more significant health concerns.

Ada Health educates the user but does not that much into self-medication.


The app is aimed at users who should constantly monitor their vitals. These are patients with diabetes or high blood pressure and the elderly. But healthy people could also benefit from doing health checks. The product uses AI algorithms.

Engineers and designers have much better ideas than product people; the only thing is that you have to work together to make sure it actually happens and sell that idea.


A good product manager needs to have the prioritization skills to make decisions by finding trade-offs. Sustainability is also important – “you’re always kind of in this interchange between business technology and UX.” Finally, you have to be proactive, curious, want to do more, and have good soft skills.


Navigating Change in a Dynamic Industry

Not making a decision is also a decision, but while we’re not making a decision, the industry is changing; a new competitor is coming.

If you have too much or not enough data, you can delay a decision for a long time, which is detrimental to the business. This is also the problem of the product manager – too much information leaves us very little time. If 20 years ago, people were trying to keep up with the times through discipline, that’s not going to work anymore.

I try to set aside a few hours a day when I’m checking external information so that I can focus on my work during the other hours of the day so it doesn’t bother me all the time.


Yuval sees understanding the audience, as well as building the correct Cultural Map that works for multicultural companies, which Ada Health is, as important success factors. Also, get physically active to relieve your head.

WATCH ALSO:

PODCAST #4. BOOST BUSINESS WITH ITERATION: QUICKER TIME TO MARKET, BETTER PRODUCT

PODCAST #5. EMPOWERING EXPERTISE: HOW TO THRIVE AS A SCARCE SPECIALIST IN B2B

PODCAST #6. HOW TO CREATE PRODUCTS PEOPLE WANT: THE SECRET OF SUCCESS

PODCAST #7. EXPOSING THE UNREVEALED PRODUCT SUCCESS: WHAT CONNECTIONS ARE KEY?

***

The APP Solutions launched a podcast, CareMinds, where you can hear from respected experts in healthcare and Health Tech.

Who is a successful product manager in the healthcare domain? Which skills and qualities are crucial? How important is this role in moving a successful business to new achievements? Responsibilities and KPIs?

Please find out about all this and more in our podcast. Stay tuned for updates and subscribe to channels.

Listen to our podcast to get some useful tips on your next startup.

Article podcast YouTubeArticle podcast Spotify

PODCAST #9. How to Succeed in Product Development: Advice from a Product Manager

Our guest today is Prabha Dublish, Senior Product Manager at Grow Therapy. She’s doing some very important things that are hard to overstate. It’s making mental health care more accessible through technology and helping women of color make their way into the product.

Dublish’s example was her mother, who was involved in nonprofits, so board meetings were something that little Prabha took for granted. That’s where she learned how important it is to help people. And how important it is to be able to speak publicly persuasively.

Empowering women entrepreneurs

After completing her first university year, Prabha decides to travel to the remotest corners of India and talk to women who manage to start and successfully run businesses in the face of gender discrimination – sort of like a documentary.

Prabha created a crowdfunding site to help these women raise funds: We built it around the Pay It Forward model, which meant that when women succeeded, they got money. They would pay it forward and give money to someone in their community to start a business with the money they had earned through the effort.

You give five dollars; you eventually get that money back. Many people will reinvest it anyway, so we wanted to sort of create this like chain of women mentoring other women and supporting other women.

The organization came up with over $50,000 and helped over 50 women in seven different countries.

From product marketer to manager

Prabha describes her product marketing experience as follows:

“I first became a product marketer, someone described it to me as being the center of a wheel, and I feel like that’s such a good way of thinking about the feeling that like you’re in the center, and then there’s like your advertising counterparts your creative agencies your analytics partners the product management team, but you’re sort of like that person at the Center.”

A product manager is also a “center” job, but on a larger scale – the difference is the area you own. The type of skills of a product marketer and manager are similar. One of the biggest strengths of a product marketer is also some of the things about user insight that are important to a successful product manager; as a product marketer, you do a lot of research to figure out what the unique values are that we have to position.

No product will be successful if you don’t have a good go-to-market strategy and think about how you will measure it.


While working at Meta, Prabha changed her major from marketer to product manager when she saw many shining examples of such professionals around her. A product position came her way there on Facebook, and Prabha didn’t pass up the opportunity. It was the height of the pandemic, and many people were struggling with various mental illnesses. Despite working for such a high-profile company, Prabha saw it as a start-up.

Prabha’s journey to Grow Therapy


And now, she’s at Grow Therapy, which is unsurprising due to her desire to help people. The main mission is to make mental health accessible (whereas Facebook focuses on the positive) because, as we know, psychotherapists don’t like to mess with insurance. So the product helps find a metric between the patient, the therapist, and the insurance terms – like a marketplace. The measures of success are conversion and retention metrics.

About the Facebook interview:

In the world of product marketing and product management, there are no right or wrong answers in an interview; it’s all about your thought process and how you communicate your thoughts. The biggest thing we look for is structured thinking. The second is communication, whether it’s easy to follow, whether I understand what they’re saying, and the third is creative thinking.


It’s very important to be close to the client to understand their struggles. You can’t create something that everyone will love all the time. Without a clear understanding of who you’re making a product for and the critical things that need to be addressed, even in this segment of problems, it will be very difficult to create a product that solves problems.

Navigating healthcare innovation and team building


In health care, in particular, Prabha follows many different companies. In addition, there’s a fabulous newsletter called Health Tech nerds with many great ideas for the healthcare industry.

Creating a cohesive product team is one task, but building and keeping it together and ensuring there’s not a lot of friction in its growth is another task.

You don’t want to be someone who introduces Facebook-level processes in a B-series company, you will slow down the team, and it won’t be helpful; you have to find that balance, how to add enough processes to make it worthwhile.

A product manager has to be able to ask the right questions. You won’t be a technical expert by the end of the day, but you don’t need to be; you have to be able to identify problems with the right questions. And find solutions to them, help the team determine what’s most important.

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PODCAST #6. HOW TO CREATE PRODUCTS PEOPLE WANT: THE SECRET OF SUCCESS

PODCAST #7. EXPOSING THE UNREVEALED PRODUCT SUCCESS: WHAT CONNECTIONS ARE KEY?

PODCAST #8. HOW INTELLIGENT PRODUCT DEVELOPMENT CAN IMPROVE INNOVATION EFFICIENCY

***

The APP Solutions launched a podcast, CareMinds, where you can hear from respected experts in healthcare and Health Tech.

Who is a successful product manager in the healthcare domain? Which skills and qualities are crucial? How important is this role in moving a successful business to new achievements? Responsibilities and KPIs?

Please find out about all this and more in our podcast. Stay tuned for updates and subscribe to channels.

Listen to our podcast to get some useful tips on your next startup.

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PODCAST #10. Web 3.0 and Healthcare: Opportunities for Growth and Collaboration

Today we have Dr. Collier Griffin, Product Manager at Synapse Health. She has a fascinating, diverse background, and we’re touching base on how to transition into product management, the Web 3 in healthcare, building successful teams, and working with offshore teams. As a registered general practitioner, she left the medical profession to work in marketing digital products because she felt she could improve the lives of average patients more effectively this way.

Bridging Medicine, Technology, and Business

It all started with the transition from paper cards to EMRs. Product management is the best way to set up business processes to connect medicine, technology, and business. There are more than a million doctors and lawyers in the U.S., but no more than 50,000 product managers. But if you have a degree in medicine and skills in business, you have to take advantage of that because it’s a great combination.

According to Collier, you should encourage people to hire people with a medical background who know the intricacies of this world. Because when you know how things work, you ask better questions, get better answers, create better products, and spend less time. So it’s a win-win if you know how to transfer your medical expertise into product management.

When you know your target audience, you’re not creating something for the sake of creating something good but for the sake of actually using it. And the user kept coming back and wanting to use it because it made their life easier.

Doctors and Product Managers in Data Processing


Dr. Griffin makes the interesting point that a doctor’s job, like a product manager’s, involves processing a lot of data and looking for patterns.

In the startup world, you wear many hats, so you can be a product owner, a scrum master, a UX/UI designer, and a project manager.

I love a good brainstorming session, and it’s important for everyone to feel like they’ve given something to that project. That goes to basic human psychology.


Collier has worked with teams from other countries, and she emphasizes the importance of finding common ground – you have different languages, different cultures, and different perspectives on life… In her opinion, it is important to outline and present as much of the project as possible ahead of time because most people are visual and absorb information better that way.

Regarding the medical data storage system, Dr. Griffin compares the systems in the U.S. and Switzerland. Waiting times for appointments are strikingly different and not in favor of the first country. There are a lot of lawsuits against doctors and hospitals because of such gaps. But Collier has a solution:

My greatest hope is that there becomes a private blockchain for the government where everyone can keep their medical records for privacy and security. No matter what doctor you visit, it is connected to every EMR. You can instantly pull up patient records in real time and see exactly what’s going on.

Building trust and efficiency in Healthtech


Most Americans don’t have a medical mindset, meaning they just verbally tell this or that doctor what procedures they’ve had before. But it would be much more convenient if they had it all in one place, safe and sound.

You can’t get emotionally attached to a product because by getting feedback that is not the most positive, you can become a wall in defense of what you’re doing instead of hearing critics’ arguments. I have to put my voice aside, even when it comes to what I think the button should look like, and how it will work best for the user, no matter what my opinion is.

Collier also shared her view of SMM strategy – when it comes to health tech, I haven’t seen any company that uses social media to the extent that other companies in other industries might use it. You don’t have to put up silly memes and Tik Tock in health tech. At the same time, it’s not enough to just have a social media presence, especially when it comes to new technologies like Web 3. Not every company needs a metaverse. Just because you have web3 doesn’t mean you have to have a metaverse and doesn’t mean you have to have NFTs, but being able to use social media is important.

For users to come back and keep using technology, they need to know that there is good intent behind the data they provide to the company.

Building your future in diverse fields


Collier notes that her career path is not the most common, but there are nurses who have moved on to software developers, and there are pharmacists who have moved on to UX-UI designers. It’s important to start somewhere:

Go through LinkedIn, find someone who works in a field that interests you, and send a couple of people a message saying, “Hey, can you chat for 15 minutes?” You’ll be surprised how many conversations you can have just by asking because the answer is always known until you ask. So build your network and find people who are potentially in that field.



WATCH ALSO:

PODCAST #6. HOW TO CREATE PRODUCTS PEOPLE WANT: THE SECRET OF SUCCESS

PODCAST #7. EXPOSING THE UNREVEALED PRODUCT SUCCESS: WHAT CONNECTIONS ARE KEY?

PODCAST #8. HOW INTELLIGENT PRODUCT DEVELOPMENT CAN IMPROVE INNOVATION EFFICIENCY

PODCAST #9. HOW TO SUCCEED IN PRODUCT DEVELOPMENT: ADVICE FROM A PRODUCT MANAGER

***

The APP Solutions launched a podcast, CareMinds, where you can hear from respected experts in healthcare and Health Tech.

Who is a successful product manager in the healthcare domain? Which skills and qualities are crucial? How important is this role in moving a successful business to new achievements? Responsibilities and KPIs?

Please find out about all this and more in our podcast. Stay tuned for updates and subscribe to channels.

Listen to our podcast to get some useful tips on your next startup.

Article podcast YouTubeArticle podcast Spotify

PODCAST #11. The Skeptical Idealist: How Product Managers Navigate Health Tech Challenges

In this episode, David Moore of Lucira Health discusses the role of a product manager as a skeptical idealist, the importance of separating concerns and defining responsibilities for R&D teams, and working at the intersection of different teams.

During his undergrad, David chose science because it intrigued him, and he enjoyed it. At the same time, he saw San Diego as an emerging biotech hub. This was in 1996, and the industry was really taking off. However, he noticed a trend: there were many brilliant scientific minds and impressive work, but there was a lack of business guidance and people to help create a business case for these scientific ideas. That’s when he pivoted and pursued an MBA, transitioning from the lab environment to the world of business. This change marked his shift from biology to business.

David’s first opportunity in product management came at Cardinal Health. He transitioned from an internship to managing software for Cardinal Health’s infusion pumps, specifically for Alaris Infusion Pumps. The company eventually spun off and was later acquired by another firm. He mentions,  

It was really a lot of education about what a product actually does in the hospital, the impact you have on the end users and also the logistics of getting that product implemented in a complex hospital system.

Effectively Guiding Multiple Product Managers at the Intersection

Managing a group of product managers, as well as being a product manager overseeing a team, requires gathering information effectively. David emphasizes, 

While it’s natural for people to want their product to succeed and maintain a positive, can-do attitude, it’s also essential to consider the real-world implications. Understanding the consequences of your actions and how they will impact various aspects of the business and different departments is both extremely important and crucial.

Lean Six Sigma Kaizen: When and How?

A Lean Six Sigma Kaizen is ideal for situations where results can be achieved in a short time, such as a week. The goal is to gather everyone in a room for three or four days and emerge with immediately implementable solutions. 

You really need to have a cross-functional team in the room. This may sound simple, but challenges arise when someone points out that you’ve overlooked a particular aspect or component of the equation.

Hence, when working with R&D teams, strike a balance between trusting your instincts and relying on data

But if the data indicates that something is truly important, you likely don’t want to start out with a big mountain of it each time. Instead, you’ll need to convince others that you genuinely don’t require too much.

Being open and honest about your expectations while remaining flexible and understanding of their challenges will lead to a successful partnership and, ultimately, a successful product.

Furthermore, it’s vital to prioritize projects and set realistic goals for your R&D team. As a champion for your product, you must advocate for the essential aspects based on your experiences in the field. Simultaneously, you need to juggle various priorities that are crucial to the entire product portfolio and the company as a whole.

In a Nutshell…

Managing R&D teams and ensuring their work leads to the success of a product or organization requires a combination of strategies and strong leadership. Here is a summary of the key points to remember:

  • Establish clear goals and expectations: Set realistic objectives for your R&D team, and make sure everyone understands their roles and responsibilities.
  • Prioritize projects: Focus on the most critical features or projects with the most significant impact on your business to ensure your team is working efficiently and effectively.
  • Monitor progress and adjust strategy: Regular check-ins and progress reports will help you identify potential roadblocks, allocate resources as needed, and keep your team on track.
  • Foster a culture of innovation and continuous improvement: Encourage your team members to think creatively, collaborate, and share ideas to drive innovation.
  • Maintain open communication: Keep lines of communication open between your team, management, and other departments to ensure everyone is aligned with the project’s goals and timeliness.

WATCH ALSO:

PODCAST #10. WEB 3.0 AND HEALTHCARE: OPPORTUNITIES FOR GROWTH AND COLLABORATION

PODCAST #9. HOW TO SUCCEED IN PRODUCT DEVELOPMENT: ADVICE FROM A PRODUCT MANAGER

PODCAST #8. HOW INTELLIGENT PRODUCT DEVELOPMENT CAN IMPROVE INNOVATION EFFICIENCY

PODCAST #7. EXPOSING THE UNREVEALED PRODUCT SUCCESS: WHAT CONNECTIONS ARE KEY?

***

The APP Solutions launched a podcast, CareMinds, where you can hear from respected experts in healthcare and Health Tech.

Who is a successful product manager in the healthcare domain? Which skills and qualities are crucial? How important is this role in moving a successful business to new achievements? Responsibilities and KPIs?

Please find out about all this and more in our podcast. Stay tuned for updates and subscribe to channels.

Listen to our podcast to get some useful tips on your next startup.

Article podcast YouTube