One Knight in Product

On this episode, I speak to Simonetta Batteiger, a product leadership coach, trainer, speaker and co-organiser of ProductTank Cologne. Simonetta began her career in accounting and finance before moving into product leadership while still maintaining a strong sense of the numbers that the rest of the leadership team really cares about. We explore why product teams can be seen as cost centres rather than sources of business value, how to connect product decisions to meaningful financial outcomes, and why the ability to build more quickly with AI makes sound commercial judgement more important, not less.
Episode Highlights
We cover a lot, including:
Building more isn't the same as creating more value. Product teams can be busy delivering features without being able to explain what the business gets in return. A stronger starting point is to consider the commercial outcome an investment is expected to generate, rather than treating delivery itself as proof of success.
Product teams need to show a return, not just a cost. Headcount, infrastructure and tools appear clearly in budgets, but the value created by product work often doesn't. Understanding how an initiative might generate revenue, protect existing revenue, reduce costs or avoid future expenditure changes the conversation from funding a team to investing in an outcome.
Know the financial reality your decisions sit within. Product managers don't need to become accountants, but they should understand the basics of the P&L, balance sheet and cash flow, as well as what the organisation is trying to optimise. The size of the business, the cost of the team and the scale of a potential opportunity all matter when judging whether an investment is worthwhile.
Prioritisation requires more than choosing the biggest number. Understanding the drivers of revenue and cost helps product teams compare opportunities and develop stronger proposals. But business strategy, customer needs and longer-term opportunities still matter, e.g. an investment that enables a new market may be worth making even before its financial benefits are realised.
Roadmap disagreements often reflect competing commercial pressures. Sales leaders may be trying to meet revenue commitments while executives may be advancing a strategic opportunity. Rather than treating these requests as arbitrary interference, product leaders can uncover the underlying rationale and make trade-offs using shared business objectives.
Indirect impact is still impact. In B2B sales-led organisations, platform teams and internal products, the connection between a particular feature and revenue may be difficult to trace. That doesn't remove commercial accountability. It calls for a broader understanding of how product, engineering, sales and other teams contribute to outcomes together.
Finance should be a partner in product decisions. Learning how the business makes and spends money starts with looking at the information already available and asking finance colleagues what matters. Building a shared understanding of the numbers can improve business cases, clarify priorities and strengthen the credibility of product investment proposals.
AI can accelerate delivery while making the economics worse. Faster development isn't necessarily a better investment if increased tooling and token costs outweigh the benefits. Usage-based AI costs can also erode margins as adoption grows, so teams need a credible explanation of how AI will bring forward revenue, reduce costs or create value customers will pay for.
Technical judgement and commercial judgement now have to work together. AI's unpredictable behaviour introduces new questions about reliability, security, evaluation and operational safeguards. Understanding these risks is not separate from understanding the business. Unreliable or unsafe experiences can increase costs and damage retention.
Trust is part of the business model. Customers pay because they believe a product will deliver its promised value. When that promise breaks - through poor experiences, unsafe AI behaviour or diminished value - revenue and reputation are at risk. Building responsibly and protecting customer trust are therefore commercial priorities, not merely ethical extras.
Connect with Simonetta
LinkedIn: https://www.linkedin.com/in/simonettabatteiger
Inclusive Leaders: https://inclusiveleaders.blog
Work with Me
Through One Knight Consulting, I help product companies build better products and stronger product teams. If you're a business leader and would like to chat about how I can help you, email me at hello@oneknightconsulting.com or book a free advisory call here: https://okip.link/advice

On this episode, I speak to the returning Rich Mironov, longtime product management consultant, product leadership coach, and founder of Mironov Consulting. Rich has spent decades working with product leaders, particularly in complex B2B organisations, and is the author of The Art of Product Management and Money Stories. We explore what the current wave of AI-enabled software development really means for product management: why faster code does not automatically create more revenue, where product judgement becomes more important rather than less, and why the role of product may shift away from delivery management towards deeper discovery, commercial thinking, and go-to-market work.
Episode Highlights
Faster software development does not mean faster revenue growth - AI may allow teams to generate code far more quickly, but customer budgets, market size, and demand do not expand at the same rate. More output only creates business value when it translates into adoption, differentiation, and revenue.
More products can mean more competition, not more opportunity - If it becomes dramatically easier for everyone to build software, markets may fill with more entrants and more features competing for the same customers. That can increase price pressure and make commercial differentiation harder rather than easier.
User attention becomes the scarce resource - Shipping dramatically more features pushes the burden of prioritisation onto customers, who have limited time and little interest in evaluating a constant stream of changes. Product teams still need to decide what matters enough to build, explain, and promote.
AI can automate obvious work, but judgement becomes more important as risk increases - Straightforward bugs and low-risk tasks may be good candidates for automation. As the size and impact of a change grows, teams still need to consider customer value, product coherence, economics, and the wider consequences of getting it wrong.
Not every customer request should become a feature - Faster implementation makes it tempting to connect feedback directly to delivery, but many requests are contradictory, poorly framed, commercially harmful, or only relevant to a small subset of users. Product management still requires deciding what NOT to build.
Today's product can quickly become tomorrow's feature - Lower development barriers make it easier for competitors and platform vendors to absorb standalone capabilities into broader products. Being able to build something is not enough; teams need a defensible reason why it should exist as a product in its own right.
Organisational incentives will shape how product managers use AI - If companies reward visible AI usage, coding, prototyping, or token consumption, product managers will naturally move towards those activities. That does not necessarily mean those activities represent the highest-value use of product management time.
Product management may become more 'barbell shaped' - As engineering needs less day-to-day coordination, product managers may spend less time in the middle of delivery and more time at the edges: understanding customers, markets, economics, and strategy before development, then supporting positioning, pricing, sales, and adoption afterwards.
AI transformation is an organisational problem, not just a tooling problem - Previous transformation waves showed that counting activity or mandating tool adoption does not necessarily improve outcomes. The larger opportunity comes from redesigning how work flows through the organisation and identifying where genuine bottlenecks and leverage points sit.
Commercial accountability needs to extend beyond Product and Engineering - If engineering can deliver more quickly, Sales and Marketing also need credible plans for turning that increased capacity into demand and revenue. Product leaders should connect roadmap expansion to explicit assumptions about markets, leads, quotas, adoption, and economic value.
Check out the Article mentioned in the interview, "AI Transformations And Agile Transformations Rhyme": https://age-of-product.com/ai-transformations-agile-transformations-a3-delegation-system/
Connect with Rich
LinkedIn: https://www.linkedin.com/in/richmironov/
Website: https://www.mironov.com
Money Stories Book: https://www.mironov.com/book/
Previous Episodes with Rich
Fighting Fires in B2B Product Management: https://www.oneknightinproduct.com/rich-mironov
Product Managers Need to Understand the Language of Money: https://www.oneknightinproduct.com/rich-mironov-money
Work with Me
Through One Knight Consulting, I help product companies identify growth opportunities and build the capability to pursue them. If you'd like to chat about how I can help you, e-mail me at hello@oneknightconsulting.com or book a free advisory call here: https://okip.link/advice

On this episode, I speak to Eric Ries, entrepreneur, multiple-time founder and bestselling author of The Lean Startup. Eric has spent years working with founders, leaders and organisations on how companies are built, scaled and governed, and later founded the Long-Term Stock Exchange to explore how businesses can pursue long-term profit and purpose. He's back with his new book, Incorruptible: Why Good Companies Go Bad and How Great Companies Stay Great, just about to celebrate its UK launch. In it, he examines why good companies lose their way, how incentives and governance drive that corruption, and how leaders can build organisations that stay true to their mission as they grow.
Episode Highlights
We cover a lot, including:
Good companies can be corrupted by their own success - Growth, outside capital, new ownership and leadership transitions can introduce forces that pull a company away from the purpose and behaviours that made it valuable in the first place.
It's always too early until it's too late - Leaders are often told that governance protections, mission locks or structural safeguards can wait. The problem is that by the time the threat becomes obvious, the organisation may no longer have the power to put them in place.
Your mission statement might be a lie - If the company publicly claims to serve employees, customers or a wider purpose, but its actual governance ultimately prioritises shareholder returns above everything else, there is a fundamental contradiction between what it says and how it is built.
Shareholder primacy is a choice, not a law of nature - The idea that companies exist primarily to maximise shareholder returns is relatively recent. "Mission primacy" offers an alternative: financial performance in service of a durable purpose, rather than as the purpose itself.
Some corporate "failures" are successful for the people causing them - A takeover, restructuring or strategic decision can destroy customer value and weaken the company while still enriching the executives, advisers or investors involved. If behaviour looks irrational, follow the incentives.
Trust is valuable enough to steal - Companies build trust with customers, employees and communities over years, but that accumulated goodwill can become something for new owners or decision-makers to extract. Leaders need structures that actively protect it.
You cannot command an organisation to have better character - Companies behave more like living systems than machines. Qualities such as integrity, innovation, ownership and long-term thinking have to be cultivated through incentives, structures and repeated behaviour rather than announced by leadership.
Transformation fails when leaders don't treat it seriously enough - If innovation, ethics or organisational change matters, it needs the same rigour, resources and accountability that companies already apply to finance or compliance. A speech and a workshop are not a transformation strategy.
The mission has to survive the founder - Succession exposes whether a company truly has an institutional purpose or merely reflects the personality of the person who created it. Durable companies encode their principles into structures that can survive changes in leadership.
Mission-first does not mean anti-profit - Companies built around long-term stewardship and human flourishing can create more durable economic value, not less. The alternative to extraction is not charity; it is designing the organisation to create more value than it captures.
About Incorruptible
Incorruptible: Why Good Companies Go Bad and How Great Companies Stay Great explores how companies can protect their mission as they grow, raise capital, change leadership and face pressure from investors, acquirers and other stakeholders.
Learn more about the book and related work:
Incorruptible - https://www.incorruptible.co/
How Is Incorruptible Going? - https://howisincorruptiblegoing.com/
Escape Velocity - https://www.escapevelocity.co/
Virgil - https://tryvirgil.com/
Connect with Eric Ries
Eric Ries on LinkedIn - https://www.linkedin.com/in/eries/

On this episode, I speak to Barry O'Reilly, entrepreneur, executive adviser and author of Lean Enterprise, Unlearn and his latest book, Artificial Organizations. Barry works with senior leaders around the world to improve how their organisations make decisions and perform, and has also spent recent years building and advising AI-enabled companies through Nobody Studios.
We discuss what AI changes about leadership when the goal is not simply to produce more output, but to make better decisions. Barry argues that the real opportunity is to use AI to reduce cognitive and administrative load, strengthen judgement, improve organisational context and create more space for thoughtful, high-quality work - without outsourcing the thinking itself.
Episode highlights
AI should increase thinking capacity, not just output - The most valuable gain is not producing 10 or 100 times more work, but reducing administrative load so people have more time for creative problem solving, reflection and consequential decisions.
Start with how you work, not with the tools - Rather than adopting AI because a particular tool is fashionable, identify where you create the most value, how you naturally work best and which tasks get in the way. Technology should support that operating model rather than dictate it.
Judgement is the capability leaders need to protect - AI is strong at capturing, synthesising and interrogating large amounts of information, but leaders still need to own the decision. Using AI to pressure-test thinking is fundamentally different from asking it to make the judgement for you.
Treat conversations as organisational data - Meetings, decisions and working sessions can become reusable context rather than disposable moments. Capturing and synthesising them can improve preparation, continuity, follow-through and the quality of future decisions.
Use AI as a thinking partner, not an answer machine - One of the highest-value uses is to challenge assumptions, find blind spots, generate alternative scenarios and simulate the questions a sceptical stakeholder might ask before a high-stakes conversation.
Leaders need to role-model experimentation - AI adoption is unlikely to succeed through licences, mandates or transformation programmes alone. Leaders can create safer and more useful experimentation by visibly trying new approaches, sharing what worked and what failed, and learning alongside their teams.
AI-generated output can simply move work downstream - Producing a polished 20-page document in minutes is not valuable if somebody else must spend an hour working out whether it says anything useful. Good AI-enabled work should reduce the processing burden on colleagues rather than transfer it to them.
Organisations may need an explicit 'slop policy' - Teams should establish expectations that people do the synthesis and thinking before asking others for feedback. A good recommendation should show the options considered, relevant evidence, trade-offs and a proposed decision rather than handing raw AI output to someone else.
Fresh organisational context is a competitive advantage - Generic models produce generic answers. The organisations that benefit most will be those that can maintain useful context about customers, strategy, decisions, work and relationships, and make that information available at the point where decisions are being made.
Start AI adoption with one real decision - Instead of trying to redesign an entire operating model at once, take an upcoming decision, write down how you would normally make it, then use AI to challenge that process: what assumptions are missing, what evidence matters, and how could the decision framework be made more robust?
About Artificial Organizations
Artificial Organizations explores how leaders can combine human judgement with machine intelligence to improve decision-making, organisational performance and the way work gets done.
Learn more about the book: https://artificialorganizations.com/
Learn more about Barry's work: https://barryoreilly.com/
Connect with Barry
LinkedIn: https://www.linkedin.com/in/barryoreilly/

On this episode, I speak to Pavel Samsonov, Principal UX Designer at Justworks and author of The Product Picnic newsletter. Pavel has spent his career working across UX, service design and product management, including roles at Amazon and Bloomberg, helping organisations design better products by understanding the systems, processes and people behind them. We explore why great products start with better problem definition, how organisational silos undermine customer experience, why AI is making it easier to build the wrong things faster, and why genuine user understanding remains a uniquely human advantage.
Episode Highlights
Design for understanding, not simplicity - Complex B2B products don't need to hide complexity; they need to present it in a way that users can understand, navigate and act upon confidently.
Customer journeys don't follow organisational charts - Teams optimise their own domains, but customers experience the whole service. The biggest opportunities often lie in fixing the gaps between teams rather than improving individual features.
Problem design matters more than solution design - Before discussing features or interfaces, ask whether you're solving the right problem, why it exists, and whether it's important enough for customers to actually care.
Actionable beats visible - Dashboards, analytics and metrics only create value when they help someone make a better decision. Data without action is little more than decoration.
Optimising your work can create someone else's workload - Shipping work isn't the same as completing work. Teams should think about who consumes their outputs and whether they're genuinely fit for purpose.
AI accelerates production, not learning - AI makes it dramatically faster to generate prototypes and features, but it doesn't shorten the time required to validate ideas, learn from customers or understand real-world usage.
High-fidelity prototypes can create false confidence - Just because AI can generate something that looks finished doesn't mean the difficult work of alignment, prioritisation, research and iteration has been done.
Synthetic users aren't a substitute for real customers - Large language models can reproduce existing knowledge but can't uncover the tacit insights, unmet needs and market opportunities that come from talking to real people.
Good product decisions require shared language - Cross-functional collaboration improves when teams focus on the decisions they're trying to make rather than debating ambiguous labels like "prototype", "MVP" or "research".
Ask better questions before building faster - AI has made building dramatically cheaper, increasing the importance of asking why something should exist in the first place. Better problem framing remains one of the highest-leverage skills in product development.
Connect with Pavel
Newsletter: https://productpicnic.beehiiv.com/
LinkedIn: https://www.linkedin.com/in/pavel-samsonov-44ba2833/

On this episode, I speak to Be Kaler Pilgrim, founder of Smithfield Search and original founder of Futureheads Recruitment. Be has spent more than three decades helping organisations build technology and product teams, and recently conducted an in-depth study of senior product leaders operating in investor-backed businesses. We explore what effective product leadership really looks like in high-growth environments, why so many organisations still misunderstand the role of product, and how AI is forcing leaders to rethink organisational design, capability and value creation.
Episode highlights
Product is still too often treated as a delivery function - One of the strongest themes from the research is that organisations frequently position product management as an execution capability rather than a strategic commercial function, limiting both its influence and its ability to create value.
Leadership roles fail when organisations cannot define the problem - Businesses often hire senior product leaders without first agreeing on what challenge they actually need solving (or whether there's even a challenge to solve), creating misalignment before the role even begins.
Product leadership should be designed around organisational needs, not trends - Whether hiring a CPO, CPTO or another senior product role, organisations need to understand their specific context rather than simply adopting structures that appear fashionable.
Feature factories remain one of the biggest barriers to growth - Teams can become highly efficient at shipping work without creating measurable business impact, leading to activity without meaningful outcomes and missed opportunities to execute the investors' value creation plan.
The "Land of Lost Toys" affects more organisations than leaders realise - Many companies accumulate partially completed initiatives, abandoned priorities and unfinished experiments that reduce focus and create organisational drag.
Technical debt is ultimately a business problem - Whilst often discussed as an engineering concern, accumulated technical debt reduces confidence, slows execution and directly impacts commercial performance over time.
Commercial fluency is becoming a core product leadership capability - Product leaders increasingly need to understand business economics, value creation and financial performance, rather than focusing exclusively on product process and delivery. This enables them to have conversations that resonate with PE leaders.
AI increases the importance of judgment rather than reducing it - Whilst AI can automate many activities, strategic decision-making, prioritisation and organisational leadership remain fundamentally human responsibilities and, thankfully, humans seem to be coming back into fashion!
Product, sales and customer teams succeed or fail together - Sustainable growth requires strong alignment between teams responsible for building, selling and retaining customers, rather than treating commercial outcomes as somebody else's problem. Everyone should care about NRR.
The biggest organisational problems are often hiding in plain sight - Many of the factors that ultimately constrain growth are visible long before they appear in financial performance. PE firms need to look beyond financial metrics and get product experts in early to catch and mitigate these issues earlier.
... and much more.
Check Out the CPO Report
You can view the CPO Report and take the Smithfield CPO Readiness Index here: https://cpo.smithfieldsearch.com/
Contact Be
If you want to get in touch with Be, go here:
Smithfield Search: https://www.smithfieldsearch.com
LinkedIn: https://www.linkedin.com/in/bekalerpilgrimexecsearch/

On this episode, I speak to the returning Petra Wille, product leadership coach, author of Strong Product People, and founder of the Product at Heart conference. Petra has spent years helping product leaders and organisations develop stronger product cultures, leadership practices, and team structures across a wide range of industries. We went deep into product leadership, especially in an age of AI where we're all being told to be builders again, and how her Product Leadership Wheel helps product leaders up their game.
Episode highlights
Leadership is a distinct discipline - Strong individual contributors do not automatically become strong leaders, and leadership requires deliberate development rather than promotion by default.
Product leaders need directional clarity - One of the core responsibilities of leadership is helping teams understand where the organisation is going, why it matters, and how everyday decisions connect to broader strategy.
Coaching is an underused leadership skill - Petra argues that many leaders underestimate the importance of coaching capabilities and fail to invest enough time in helping teams grow and improve.
Culture is often invisible inside organisations - Teams frequently struggle to articulate their company culture because they are immersed in it every day, making reflection and intentional leadership even more important.
AI is changing the demands placed on leaders - Product leaders are being forced to rethink team structures, workflows, decision-making, and product experiences as AI reshapes how organisations operate.
Efficiency gains can create new problems - Faster delivery is not automatically better. Petra warns that organisations risk creating more technical debt, burnout, and shallow thinking if speed becomes the only goal.
Leadership requires optimistic narratives - In periods of uncertainty, leaders play a critical role in creating credible and motivating visions of the future for their teams and organisations.
Feedback gaps exist between leaders and teams - Many product leaders believe they are performing well, while individual contributors often see significant shortcomings, partly because organisations lack shared frameworks for discussing leadership quality.
Reflection matters more than benchmarking - Petra emphasises that leadership frameworks should help people identify growth areas and learning opportunities rather than turn development into rigid performance comparisons.
Leaders should focus on the "shipyard" - Rather than constantly jumping into delivery work, product leaders should concentrate on improving the systems, structures, and environments that enable teams to succeed.
... and much more.
Contact Petra
Website: https://www.petra-wille.com
Product at Heart: https://www.productatheart.com
LinkedIn: https://www.linkedin.com/in/petra-wille-b8b1329/

On this episode, I am joined for a third (and probably final!) time by April Dunford, renowned positioning expert and author of Obviously Awesome and Sales Pitch. We explore what's changed in her updated edition of Obviously Awesome, what she's learned through delivering hundreds of positioning workshops and how she's honed her approach to reposition positioning to make it clearer for the next generation of product people.
Episode highlights
Positioning is how you win - Positioning is the answer to "why pick us now?", grounding your product in real value for a clearly defined customer segment.
Positioning vs strategy - Strategy defines where you're going, while positioning reflects where you are today and must evolve as your product and market change.
AI isn't a position - Simply adding AI is no longer meaningful; if everyone has it, the focus shifts to what tangible value you deliver right now.
From unique to distinct - Capabilities don't need to be truly unique, just meaningfully different in the context of your real competitors.
Trends matter less than clarity - The industry's baseline understanding of positioning has improved, making abstract ideas like "trends" less useful than clear market definitions.
Readiness before action - Teams need to decide what they're positioning, whether they have real customers, and how product structure (single vs multi-product) affects the work.
Positioning as hypothesis - Without customers, positioning is a best guess that must be tested and refined rather than treated as fact.
Sell to the champion - Positioning should resonate with the internal champion, while objections from other stakeholders are handled separately.
Test through sales, not copy - The real validation of positioning happens in sales conversations, not by endlessly tweaking website copy.
AI is a tool, not a shortcut - AI can support positioning work, but it can't replace the thinking, collaboration and deep company context required to define real differentiation.
... and much more.
Buy the new version of Obviously Awesome
Look for the yellow "updated" sticker!
Amazon: https://www.amazon.co.uk/Obviously-Awesome-Product-Positioning-Customers-dp-1999023056/dp/1999023056/
April's website: https://www.aprildunford.com/books
Contact April
LinkedIn: https://www.linkedin.com/in/aprildunford/
Website: https://www.aprildunford.com