EY Global Product Lead on Growing Your Product, Your Team, and Yourself

How many engineers can explain why their user story is important to the platform? Do QA Testers understand why their tests are important to end users? How many Product Managers can confidently say their clients are in agreement with their roadmap? While growing your product and team, there’s danger around running your shop the same as when you’re smaller. In this talk, Huckleberry VP of Product and Design Brian Root-Bernstein meets with EY Global Product Manager Cory Wingerter, who speaks about the disconnect of the product teams across larger products and how to bring your teams closer to understanding the sum of the parts.

Join us for new conversations with leading product executives every week. Roll through the highlights of this week’s event below, then head on over to our Events page to see which product leaders will be joining us next week.

Webinar Notes:

1. The webinar features Cory Wingerter, an experienced product manager who worked at American Express and is now Global Product Lead at Ernst and Young.
2. Cory emphasizes the importance of understanding and believing in the product for its growth.
3. Building a strong team and identifying the right people with the necessary skills and personalities is crucial.
4. Cory shares his personal journey from a customer service representative to managing a financial crimes platform.
5. “What got you here won’t get you there” signifies the need for personal growth and adaptation as a product manager while growing your product.
6. Topics covered include product roadmaps, planning, and transitioning from zero to one to one to 100.
7. Understanding stakeholders, shaping the product’s message, and managing input from different parts of the organization are important.
8. In addition, layers of leadership and ownership are necessary.
9. Trusting and empowering leaders to make decisions and handle specific areas of expertise is crucial.
10. Furthermore, Cory discusses challenges in managing technical documentation and minimizing gaps and risks.
11. Investing in leaders with relationship management skills, an ownership mentality, and the ability to bring ideas to the table is essential.
12. Delegation and establishing clear goals are essential for personal and team growth.
13. Moreover, leaders should be equipped with the necessary tools and support.
14. Program management and developing a product leadership team are discussed.
15. Clear communication and defining roles and responsibilities are crucial.
16. It is important to encourage leaders to expand their skill sets and step out of their comfort zones.
17. Staying connected with a globally distributed team is facilitated through open channels of communication and regular meetings.
18. Personal growth and development, attending external seminars, and making external connections are recommended.
19. Growing your product requires quarterly discussions about plans and roadmaps. This helps adapt to changing circumstances and incorporate new insights.