Key technical skills for modern product managers include the ability to write evaluations for AI models, constrain hallucinations, and combine the strengths of multiple models like Claude and GPT.

The most important attributes for product managers in the AI era are curiosity, humility, and high agency.

The core role of a product manager is evolving from orchestrating people to orchestrating systems, including software, feedback loops, and LLMs.

Observing what customers do through ethnographic research and product instrumentation provides more valuable insights than analyzing what they say in interviews.

Overly complicated product solutions often result from a product team's fear of taking an opinionated stance, which stems from a lack of high conviction in their customer understanding.

Companies that merely attach AI to their existing codebases are unlikely to revolutionize their industries; true disruption will come from companies whose codebases shrink as LLMs become the core of t...

Product managers who rely on AI to summarize customer interviews are at risk of getting "junk" insights because people often do not say what they truly mean or want.

The inherent tension between a CPO focusing on market opportunities and a CTO focusing on resource optimization is a healthy conflict that drives innovation.

The rise of the combined Chief Technology and Product Officer (CTPO) role is being driven by VCs and PEs questioning the need for separate CPO and CTO positions.

Companies that successfully leverage AI treat it as a core capability to fundamentally re-transform how they solve customer problems, rather than as a feature to "slather on" to existing products.