The Hidden Cost of 'Friendly' Feedback•
Your Dashboard Is Lying to You (Stop Hiding Behind Data)•
Why GTM Is Suddenly Everywhere (The Shift from PLG)•
The 'Glass Slipper' Trap: Why Early Retention Metrics Mislead•
The AI Revenue Illusion: GMV vs ARR•
The PM Role is Evolving. Enter the Producer.•
The OKR Paradox: Why Google's Goal-Setting Framework Became Its Own Enemy•
GTM 101: Startup Revenue Architecture•
The 'Global Market' Myth: Why Local Wins First•
The Hidden Crisis: How Silent Quitting Reveals a Broken Feedback Loop in Modern Organizations•
Agile: The Secret Behind Success vs. The Reason We Fail•
The 'Imaginary Customer' Problem: Why ICP Often Misleads•
Get Off the Sidelines: It's Your Turn to Play•
Pricing is Power: If You Can't Raise It, You Don't Have a Business•
The Hidden Cost of 'Friendly' Feedback•
Pricing is Power: If You Can't Raise It, You Don't Have a Business•
The 'Glass Slipper' Trap: Why Early Retention Metrics Mislead•
Get Off the Sidelines: It's Your Turn to Play•
The 'Global Market' Myth: Why Local Wins First•
Agile: The Secret Behind Success vs. The Reason We Fail•
Why GTM Is Suddenly Everywhere (The Shift from PLG)•
GTM 101: Startup Revenue Architecture•
The OKR Paradox: Why Google's Goal-Setting Framework Became Its Own Enemy•
The Hidden Crisis: How Silent Quitting Reveals a Broken Feedback Loop in Modern Organizations•
The AI Revenue Illusion: GMV vs ARR•
Your Dashboard Is Lying to You (Stop Hiding Behind Data)•
The 'Imaginary Customer' Problem: Why ICP Often Misleads•
The PM Role is Evolving. Enter the Producer.•
GTM 101: Startup Revenue Architecture•
Why GTM Is Suddenly Everywhere (The Shift from PLG)•
Pricing is Power: If You Can't Raise It, You Don't Have a Business•
The 'Global Market' Myth: Why Local Wins First•
The PM Role is Evolving. Enter the Producer.•
The AI Revenue Illusion: GMV vs ARR•
The OKR Paradox: Why Google's Goal-Setting Framework Became Its Own Enemy•
Agile: The Secret Behind Success vs. The Reason We Fail•
The Hidden Cost of 'Friendly' Feedback•
Get Off the Sidelines: It's Your Turn to Play•
The 'Imaginary Customer' Problem: Why ICP Often Misleads•
The Hidden Crisis: How Silent Quitting Reveals a Broken Feedback Loop in Modern Organizations•
The 'Glass Slipper' Trap: Why Early Retention Metrics Mislead•
Your Dashboard Is Lying to You (Stop Hiding Behind Data)•
Pricing is Power: If You Can't Raise It, You Don't Have a Business•
The OKR Paradox: Why Google's Goal-Setting Framework Became Its Own Enemy•
GTM 101: Startup Revenue Architecture•
The 'Global Market' Myth: Why Local Wins First•
The Hidden Crisis: How Silent Quitting Reveals a Broken Feedback Loop in Modern Organizations•
The 'Glass Slipper' Trap: Why Early Retention Metrics Mislead•
The PM Role is Evolving. Enter the Producer.•
Your Dashboard Is Lying to You (Stop Hiding Behind Data)•
The Hidden Cost of 'Friendly' Feedback•
Your Dashboard Is Lying to You (Stop Hiding Behind Data)•
Why GTM Is Suddenly Everywhere (The Shift from PLG)•
The 'Glass Slipper' Trap: Why Early Retention Metrics Mislead•
The AI Revenue Illusion: GMV vs ARR•
The PM Role is Evolving. Enter the Producer.•
The OKR Paradox: Why Google's Goal-Setting Framework Became Its Own Enemy•
GTM 101: Startup Revenue Architecture•
The 'Global Market' Myth: Why Local Wins First•
The Hidden Crisis: How Silent Quitting Reveals a Broken Feedback Loop in Modern Organizations•
Agile: The Secret Behind Success vs. The Reason We Fail•
The 'Imaginary Customer' Problem: Why ICP Often Misleads•
Get Off the Sidelines: It's Your Turn to Play•
Pricing is Power: If You Can't Raise It, You Don't Have a Business•
The Hidden Cost of 'Friendly' Feedback•
Pricing is Power: If You Can't Raise It, You Don't Have a Business•
The 'Glass Slipper' Trap: Why Early Retention Metrics Mislead•
Get Off the Sidelines: It's Your Turn to Play•
The 'Global Market' Myth: Why Local Wins First•
Agile: The Secret Behind Success vs. The Reason We Fail•
Why GTM Is Suddenly Everywhere (The Shift from PLG)•
GTM 101: Startup Revenue Architecture•
The OKR Paradox: Why Google's Goal-Setting Framework Became Its Own Enemy•
The Hidden Crisis: How Silent Quitting Reveals a Broken Feedback Loop in Modern Organizations•
The AI Revenue Illusion: GMV vs ARR•
Your Dashboard Is Lying to You (Stop Hiding Behind Data)•
The 'Imaginary Customer' Problem: Why ICP Often Misleads•
The PM Role is Evolving. Enter the Producer.•
GTM 101: Startup Revenue Architecture•
Why GTM Is Suddenly Everywhere (The Shift from PLG)•
Pricing is Power: If You Can't Raise It, You Don't Have a Business•
The 'Global Market' Myth: Why Local Wins First•
The PM Role is Evolving. Enter the Producer.•
The AI Revenue Illusion: GMV vs ARR•
The OKR Paradox: Why Google's Goal-Setting Framework Became Its Own Enemy•
Agile: The Secret Behind Success vs. The Reason We Fail•
The Hidden Cost of 'Friendly' Feedback•
Get Off the Sidelines: It's Your Turn to Play•
The 'Imaginary Customer' Problem: Why ICP Often Misleads•
The Hidden Crisis: How Silent Quitting Reveals a Broken Feedback Loop in Modern Organizations•
The 'Glass Slipper' Trap: Why Early Retention Metrics Mislead•
Your Dashboard Is Lying to You (Stop Hiding Behind Data)•
Pricing is Power: If You Can't Raise It, You Don't Have a Business•
The OKR Paradox: Why Google's Goal-Setting Framework Became Its Own Enemy•
GTM 101: Startup Revenue Architecture•
The 'Global Market' Myth: Why Local Wins First•
The Hidden Crisis: How Silent Quitting Reveals a Broken Feedback Loop in Modern Organizations•
The 'Glass Slipper' Trap: Why Early Retention Metrics Mislead•
The PM Role is Evolving. Enter the Producer.•
Your Dashboard Is Lying to You (Stop Hiding Behind Data)•
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The PM Role is Evolving. Enter the Producer.

The PM Role is Evolving. Enter the Producer.

4 min read

The title "Product Manager" has become a comfort zone.

For a decade, it was the perfect role for smart generalists who wanted influence without P&L responsibility. You could sit in the middle, "coordinate" stakeholders, write tickets, and claim credit for shipping features that nobody bought.

If the product failed, it was "market fit." If it succeeded, it was "product vision."

That era is shifting.

AI didn't destroy the PM role. It just removed the buffer.

When code becomes cheap and creation becomes instant, "coordination" is no longer a full-time job. The operational middle—where PMs spent 70% of their time translating between design, engineering, and business—is collapsing.

What remains is the only thing that ever mattered: The Outcome.

In film, the person who ensures the movie actually gets made—on time, on budget, and watchable—is not the "Manager." It is the Producer.

This is not a semantic game. It is a structural shift in what you are paid to do.

The End of "Feasibility" as a Filter

For twenty years, the PM's primary value was filtering ideas through the lens of engineering constraints.

"We can't do that, it's too expensive."
"That will take three sprints."
"Let's scope this down to an MVP."

This gatekeeping was a source of authority. It allowed PMs to control the roadmap by citing technical debt or resource constraints.

That authority is evolving.

When a junior engineer with an LLM can prototype a complex feature in an afternoon, "feasibility" is no longer the primary constraint. The constraint shifts to Judgment and Risk.

  • The question is no longer "Can we build it?"
  • The question is "What do we risk if we build it?"

Cost, legal risk, brand safety, and unit economics are the new hard constraints. The Producer manages these risks, not just the Jira board.

The Producer's Mandate: End-to-End Ownership

A PM manages a process. A Producer produces a result.

The difference is accountability.

In the AI era, the cost of "trying" drops to near zero. This means the volume of untested ideas will explode. The Producer is not there to facilitate brainstorming; they are there to decisively filter low-quality ideas before they consume GTM resources.

1. From "User Stories" to "Unit Economics"

A traditional PM writes a user story. A Producer models the cost of the query.
If your AI feature costs $0.10 per interaction and you charge $20/month, you are not building a product. You are building a mechanism to lose money faster as you scale. The Producer owns this math.

2. From "Stakeholder Management" to "Directing"

Stop just "gathering requirements." Start directing the output.
With AI tools, a Producer can mock up the interface, write the initial copy, and generate the data schema before speaking to a single engineer. You don't ask for permission or estimation; you bring a prototype and ask for polish.

3. From "Shipping" to "Selling"

The PM celebrates the launch. The Producer celebrates the adoption.
Because "building" is easier, "selling" is harder. Noise is the default state of the market. If you cannot articulate exactly who pays and why, you haven't produced anything—you've just added to the digital clutter.

The "Middleman" Era is Fading

The market is correcting. The complex middle management of tech companies—where PMs often sat—is being streamlined.

This is uncomfortable, but it is necessary.

If your day consists of forwarding emails, translating specs, and updating status docs, you are like an API that is about to be deprecated.

But if you can look at a vague business problem, mobilize resources, manage the P&L of a feature, and deliver a result that customers actually pay for?

You are not a Manager. You are a Producer.
And your value will be defined by the market.