 Hi all, thank you for having me and thank you for making the time. I am Valeria and I'm going to talk about being the new kid on the block or a product manager survival guide. So just a little bit of introduction, as I said, I'm Valeria, I'm Italian, I'm 29. I have actually a marketing background, so I studied marketing at university for both bachelor and master, but then I kind of shifted and I am a product manager and I've been so for several tech companies in Germany in the past four years, which means that I have been a new kid on the block a few times over the past few years. And how I am describing being a new kid on the block, I found this description, which I thought it was quite nice and someone who is new in a place or organization and has many things to learn about it. And I think the quote is also very fitting because realizing I was the new kid on the block in this job, I was determined to prove myself. And I think that this determination to prove yourself and having a lot of things to learn is something that it's very, very common whenever you start a new position or a new job, but it's not everything that is there because I think also in my personal experience, there are few words that can be used to describe, you know, like my first months or like how I feel during the first times at a new organization or in place. And, you know, it can be usually very positive. So I had a very good experience overall, and that's why I have more, you know, like this energized, purist, eager, but, you know, it's always not always rainbow and sunshine. So there is also these like confused, overwhelmed feelings. And then, you know, like through other bunch of words where, you know, maybe you would see yourself reflected, you know, also the positive, the lighted, amazed, maybe hopeful, motivated, but, you know, also tired, anxious, worried, and, you know, like also the very negative. Of course, hopefully not, but it can happen. Then as a new kid on the block, you feel sometimes discouraged or disappointed and so on and so forth. So I put together a few tips and tricks and things that I learned through my personal experience that hopefully can help make you feel more on the positive side rather than on the negative side. And what I'm going to cover is in a few different steps. So I will start actually before starting it, because I think that if you have the chance to take some time and do your homework in a way and understand, you know, what's the company about, the one that you want to join, as well as the industry, it usually makes it easier for you as well. And then what actually happens once you are starting and once you are the new kid on the block. So 30 days, 60 days, 90 days. Pretty sure you saw this approach in the past. And, you know, like you can see as more first start in the learning, then contributing and then advancing. And, you know, of course, these the next slides and my opinions are mine only and not necessarily reflecting current or previous employers, but I hope, nevertheless, are still helpful. So getting into it before starting the research part. So with the research, I mean a few different things. And of course, you know, you you're not necessarily expected to get all of the information I'm about to present. But I think it's good when you have the chance for it, because it will give you a little bit of advantage before you actually start out of the blue. So something that I think it might be nice to look into before you start with a new company is in general, how the industry is doing the one that your company operates. Is it growing? There is a recession is an emerging market because of course, the expectation and the trends you will have will change as well as the company. Like, is the company growing or is maybe the company very like a super new startup because of course, based on that says of the company, general trends, you will be expected to have like a little bit of different start. Of course, you know, you will know more when you actually start out, but it can give you a little bit of context. Also, how is actually the company you're going to work for? Like, is there something that you can find on Glassdoor asking your network, because of course, you're going to start and you might have some expectation and, you know, hopefully everything will turn out well. But if there is something you need to be mindful of, perhaps it's a good place to know before you start. And something that I think is always very important. What's the business model of the company? Because then based on how is the company actually, you know, like having the value proposition, how would then you be able to contribute to this? And then, of course, because you're a product manager or you want to be one, you also would like to know a little bit more about the product if it's possible before. So how is the product actually? So what's the flow? Again, what's the value proposition? Also, something important. If you get the chance to know in advance, how is the product culture? Like, are they spending a lot of time in discovery? Or is it more about quick validation, et cetera, et cetera? As well as how is the team you're going to work with? Sometimes you have the chance in their interview steps to know some of the people that you might work with. And I think it's always nice because you get first, at least that feeling of how is your team going to be? Then in the third days, the learning period, I divided into four weeks. And of course, you know, like, these are the main building blocks, I would say, but it's not because something is highlighted in week one. They will end after the first week. It's going to be like an overall ongoing process. So in the first week, if you didn't have the chance to, you know, complete all of your research part, we just talk about it will be a nice place to start because then you get the answers that might be relevant for you. And then it's about get to know things. I overall, the whole month, but especially the first week, I think very first, get to know your team because these will be the people you work with on a daily basis. And so it's very important that you dedicate the first time to do so. Also get to know your team value proposition. So again, we talked about what's the company value proposition? What's the business model? How is your team thinking? What's the mission and division and so on? And also very important, I found out and it often get overseen, get accesses. Of course, you won't be able to get all the access during the first week. But it's always something that I get personally annoyed because it's a lot of bureaucracy and it's nice when you have the chance to do so like in the first week, so you don't have to think about it anymore. In the second week, I think it's nice to start to get to know your stakeholder because of course, you'll probably not work in isolation and you will be people that need information from you. So like, how do you work with them and what's their expectation for your role and your team and so on? And then get to know your product. You will start here and you will continue overall. Of course, if you get the chance to start with one already. But what's the user problem that you're tackling with the product that you're working on? Who are the current users with the current solution? What are the competitors doing? And what's the general performance you're having? And this is very important to understand. It's quite high level, I would say, but it's what you want to know at the beginning. And then, you know, while the week proceeds, of course, you want to know a little bit more things in depth. So of course, you know, like the product will always be the focus area, but it can be a little bit more into the vision and the roadmap, as well as the backlog and key processes. And I think also something important is get to know your company product processes, especially if it's something or a little bit more structured company or a little bit more big. There is usually some processes in place for team collaboration where there might be some cross planning. Is that something that you need to account for and get familiar with? And then, of course, you know, week four again, product, more in the integrity. So if there is any repository, if there is some monitoring dashboard, if there is non-bugs, like get to know them. Because of course, you have to, like as soon as you progress, you have to learn more details as well as, you know, like backlog and key processes are continuing from last week, because depending on your seniority's product manager, but you might need to be very familiar with the backlog and how things are getting moved. So just be sure that you dedicate the time and then, you know, of course, end of week four. I think it's very important when you get the chance to retrospect and see how you did in your first month. So these will be my general main activities for the first month. And some tips and tricks in the learning area. I would say it's generally nice and recommended to keep it high level because, of course, you know, you want to know more and more, but you also don't want to go down rabbit holes, especially if there is some documentation. It might be that, you know, like, of course, it gets outdated and you don't want to spend too much time on things that maybe are not relevant anymore. So just be mindful of this. Also trying to understand and do not try to change things yet. So I really think it's important where, especially in the first month, you really try to get an understanding of why things are in a certain way, but try to keep yourself from suggesting things too much. Of course, here it depends on the culture of the company, of the team, but it's usually better to really try to see why certain things are in place. Get to know people. So product manager, I think the team supports that. So you're not supposed to do your job in isolation. And it's good to know for you working with them. And I call the good, the bad and the ugly in a way that, of course, we always work with like many, many people. They're usually very nice, especially in my experience. But there is always going to be some maybe team members or stakeholders that have different communication style from you or have different views or different priorities. And so you want to be sure that you understand where other people are coming from and how you can make the best out of it and the most out of it. Make other people explain things to you. This kind of goes hand in hand of getting to know people and getting to know things. Because I think it's important when you also try to understand how different people in your team and stakeholders and so on are viewing the things that you're about to work on. Because then you can understand not only like the hard facts, but also some of the personal opinions. And you will make you understand things better. Plus, I think that, you know, is the first month. So everybody is expecting you to actually learn and have a lot of questions and ask time out of people calendar. So make use of it, because this is where you can and you have to take the chance. I think also something that you should always consider is know how you learn the best and go for that, because I feel a lot of times in articles or podcasts or so on, there's always the tendency of asking product managers to not dedicate too much time at their desk or, you know, mainly talk to people and so on and so forth. And I think these are all valid points and they're usually best practices. But if you know that, for example, you need to take some time to, you know, like digest the information that you have and spend time by yourself. Try to do that, too. And like trying to understand how you make the most out of these 30 days. Plus, like, be sure that you really understand what's going on. So if, for example, you need to go more into the dashboard, go for that, as well as maybe ask someone to draw things on a whiteboard. So just be sure that you do what's best for you as well. Set expectation, very important for yourself, but also, like, try to see what other people have expected from you, especially your lead, because then you can see how is your performance and how are things proceeding over the next months. Prepare an intro because, of course, you know, you're going to introduce yourself a lot and I think it happens sometimes where you get bored out of your mind of introducing yourself. So just be sure that you have an intro that at least makes you feel comfortable. Smile, they're important because, of course, you know, there is a first impression that you want to set and, you know, you don't have to smile all the time. But, like, just to be sure that you come out as friendly and approachable, especially in the first month, because this is what you would like to have from yourself because you want to approach other people. And I think it's nice when other people perceive you as approachable, especially at first, be humble, sit down in a way that, of course, you know, it goes hand in hand of trying to understand and not trying to change. But also you will most of the time I feel feel like the most stupid person in the room during the first 30 months. Take advantage of that because you're not expected to know anything. You are there to learn, especially, you know, like out of the nitty-gritty parts. So be able to, you know, leveraging these stupidness and humbleness. I think it's good, especially because you can continue asking, asking, asking. And in my personal view, too many questions is the right amount. Be sure that you really understand where you are. Then six days contribute time. So again, and this kind of four weeks breakdown, I think, of course, you know, like there is never like a sharp cut where, oh, in the first month, you learn everything that was to learn. And then the story in the 30 days you did everything. And then in the 60 days, you start contributing from first minute. There is always a bit of adjustment. So, of course, you know, if you didn't have the chance to complete everything you needed, continue to get to know your product and be at the point where you feel comfortable about. But also we start contributing. I think starting with maybe a backlog item. It's a good start. Of course, you know, you're usually not expected to write all the user stories. Yeah, again, it depends on the team and the company. But I think that starting with something that you can submit to your team and like get some feedback, I think it's a very good start. Also, I think it's important when you start establishing a team relationship. So, of course, you know, it's not going to be completed at the end of week one. But how will you like to have a relationship with your team? And how is your team expecting to have a relationship with you? So is that maybe like one-on-one time? Is that something that maybe with a formal agenda? How would you like to work with them and vice versa? So you can make the most out of this same for stakeholder relationship? I think usually, like with the stakeholders, it might be a little bit more formal than with your team. Because of course, you know, like you don't necessarily see them every day but try to see how you can make the most out of both of your time. And is that like an expectation that they will interact with the team more or maybe with you? So like just try to set rules of work for both parties. As I mentioned, I don't think that learning stops at 30 days. So for me, within the second month, also understanding the company big project starts being important. Because of course, you know, within the 30 days, you started focusing very much so on your team. But it's also important to know what's going on. And so especially if you started at the beginning of the year or at the start of the new quarter, there's always usually something going on across company. Is there something you need to be aware of? And maybe you can contribute in some way further down the line. Also, something that I think it's good to start thinking about is understanding what could be changed and how not necessarily start changing it. But out of everything that you learn in the first month, what is that you see some potential for improvement and how can you actually make contribution to it? In week three, I think it's nice when you start to have a little bit of routine. I know it's hard for product managers to have actual routine, but maybe block your calendars and dedicate sometimes things that you would like to do and dedicate time for. Because I think it starts bringing some structure into the chaos and make you also more productive and organized. I think it's also important to start getting your hands dirty because, of course, again, as a product manager, you're not supposed to do all the tasks or do all the work. But I think it's good when we also get the chance to do something small or even if you cannot do any of the tasks, but improve documentation, start doing something that contributes to the team and ideally also kind of applies what you learn so far because then you get the chance to really have a sense of what's going on and what's the team dealing with. I think also another part of the relationship, which I think is important to keep in mind is the one with other teams and product managers. Because, again, you don't usually work in isolation also as a team. There might be a lot of dependencies from other teams in the company. So how can you make the most out of that and how do you work with them and so on? And I think in week four is usually a good time to use what you had in week two, so understand what could be changed and actually start suggesting improvements and small changes. It can be anything. It can be like new quarterly goals, planning processes, features. So whatever you think fits best in your current situation and try to gather what are the team members or the people you work with think because there might be times where some teams are very open to change. Some other times for any reason, there might be some more resistance and just to understand what matters to you and how can you continue making improvements without having a lot of resistance or getting the buy-in that you need to actually move and understand why maybe some changes are not flying as well as you thought. And then, of course, again, retrospect for me always very important because at the end of the 60 days, how much have you contributed? Is the learning a little bit better? Are you happy with what you put out? Or is there some blockers that may be occurred? How do you move forward with that? So I think it's always important when you get the chance to think about what happened and how do you move forward again? And again, some tips and tricks for 60 days. Ask for help and feedback. So, of course, you're still a new kid and you shouldn't be alone. So if there is something you're stuck with or you don't understand or you want feedback about, like, for example, one of the tasks that you worked on or how you're approaching your work, do it. Because I think it's also important where, again, making yourself approachable make the most out of your experience because people will be willing and will see the fact that you're open for feedback and then they will be willing to give you more. Aim for quick wins. So, of course, the team is contributed, but you're not expected, I think, to change something drastically in the first 60 days. Of course, it depends. That's why you set expectation in month one. But you want to see that whatever you contribute is something that can be done quickly and can be seen quickly and potentially fixed or iterated. So I think, you know, quick analysis, small bug fixes, small feature releases, monitoring processes, anything that can help you out and also build a little bit of confidence from your side as well. However, don't be afraid of failure because, of course, we're saying Italy who works makes mistakes. So it doesn't matter how small the quick win will be. There's always going to be something that will go wrong. So just, you know, like, try to accept that and learn from them and move forward. Of course, you know, like, as I mentioned a few times, even though you want to aim for the quick win, you also want to start understanding where you can actually move the needle because, of course, you know, like, again, you're not supposed to probably fix everything in the second month, but you want to be sure that moving forward, you know, like, what are the big KPIs that you can improve and how can you make your contribution better? I think it's also good to organize yourself during the first, during the second month because I think, you know, while you have the time to consolidate the learning and find the rhythm, you have a better chance to actually contribute and find your flow. Never stop building relationship. Of course, you know, like, this was very important and I highlighted it a few times, but it's not going to stop here and it's never going to stop. So you need people to start trusting you more and more as you become more independent. You want that by in, we talked about. Keep smiling, of course, always important. So, you know, potentially you already had your first impression during the first month, but I think keeping a positive attitude is quite important again during the second month because especially when there are going to be failures, when you start trying to contribute, you know, like it's not the end of the world, hopefully. So, you know, like just keep smiling and keep having a positive attitude and breathe because I think these two things go hand in hand where, you know, sometimes there is a major problem and you need to fix it and, you know, like just continue breathing and, you know, keep yourself centered. 90 and plus days advanced. So of course, you know, it doesn't really stop there. Like the onboarding, it's like just the bulk of it, but there is always going to be things to learn, things to improve and contribute. But just in general, I think what I tried to highlight in these four weeks of the 90 plus days is to start getting into a rhythm where you get your product tasks in a way done or accounted for. Of course, you know, not necessarily you will cover them in the third month or maybe you covered it before. Again, depends a little bit on the company and team and the expectation on your role, but it should be kind of structured this way in my experience where, you know, you really now have a good sense of the knowledge that you should have gained. And, you know, it's now becoming quite obvious to see, okay, whether, you know, the user problem or the business initiative, the business need, et cetera, that you need to tackle to really make a difference. So what is the most important and the one you want to tackle first or either or, it doesn't necessarily always need to be the same. But it's very important that you start to plan this new initiative, get the buy-in, very important, how do you move the needle, how do you convince people that this thing should be worked on or the other way around when like maybe people have good feedback on why you shouldn't work on it. And maybe you can, you know, go back to the drawing board and see why maybe some of the knowledge that you had was not the case. And then of course work on the new initiative. So start having developer assume that you got the buy-in, but also don't forget personal development because I think in the expectation that you start for yourself in the first month, how are you with that? And like, is there maybe something that you learned within these three months that you need to focus more on or you need to develop further? So how do you balance that? And then of course week four and plus, deliver the new initiative, measure the performance, iterate and again, you're in product. So these might look very familiar to you. And then again, retrospect because again, three months passed and how did they go and is there anything that you can learn from that moving forward because it's going to be more and more of these kinds of things. However, never stop learning and building relationship because these are very two important aspects in my opinion of the product manager role. So even though it becomes maybe less of a frequent things and more of a routine task, but it's always important to keep fresh and keep in mind. So in the advanced tips and tricks, I think it's okay if you're still not the expert within the 90 days. Again, of course depends on the expectation that also other people said from you at the beginning, but it's not usually the end of the word. So like the team is there for you, other people are there for you. So if there is any other questions that are left, keep asking because there's always something new that comes out of nowhere or like if not always quite often. So it's fine, like just try to always build on this knowledge. And again, like as a segue, always expand. So there is more things to learn, more people to meet relationship to be like nurtured, more experience skills. So never stop developing yourself because it will come in handy to you, to your team, to the work you're doing. So of course, you have to kind of balance but always try to have this in mind. Every day is a new day. So of course there is only one first impression you probably had during the first 30 days or at least during this first three months. But there is also, I think always a chance to make it better. So even if maybe like a relationship started out a little bit rocky or there was like some big mistakes in the task you made, I think there is always some wiggle room to actually make it better. That's why I put retrospect as a point in like all of these three months because there's always things that we're not happy about and we would like to improve. Don't be discouraged about, like think about it, understand why you're not happy about it and move forward. And always also ask for feedback. So if someone was not happy with something you did trying to understand why is this the case and try to improve about it. And here is again a segue, ask for formal feedback. I think that, you know, like ask for feedback was always in the previous month. But I think a little bit more formal and based on the expectation that you set in the beginning will really help you to understand where are you lacking? Is there something that you can improve and, you know, come with an open mind? Of course, the ego and the feelings are always going to be hurt, especially I think at the beginning, but forget about it and like try to really make the best out of your experience. Celebrate because I think, you know, like just revive 90 days as product manager. It's not, you know, it's not a small task, I think. And it's time to really, you know, pat yourself on the back and nevertheless be happy about it. Especially because product management is an endurance sport. There is always something coming up. There is always a buck to fix. There is always a new request. So I think that taking the time to celebrate the small wins, it's really important and you should never forget it, especially moving forward. And I think never stop being the new kid on the block. I think all of the points that I highlighted before tips and tricks, I think they always come in handy, even though you've been there for a while, you know, keeping a positive attitude, keep being crews, asking questions, challenge yourself are things that you do a lot when you start and at a certain point, maybe you get comfortable and you stop doing. I think always reminding yourself that these are important qualities, especially in product, help you out because it puts you in a good mindset. Closing notes. These are like very general tips and tricks, disclaimers on everything I've said so far. So to each their own. So of course, you know, everything that I highlighted here are just some of the best practices, not silver bullets. So this is what worked for me and this is what I learned in my experience, but every single one of us in product or wanting to come into product are probably having different experiences. So just try to see what makes sense for you and take the time to learn from yourself because I think it's always important. And always ask questions to your network, have some other product managers you can relate to and ask them for advice. So trying to understand will really make sense for you. Also it depends on like, so everything that I said kind of depends on how new are you as a new kid. So is that your first product manager job or is it like a completely new industry? Is it a tech stack you never seen before? Business models that are completely new. So depending on that, of course, more time should be accounted for in the learning because you will not just need to be the new kid on the block but you will need to learn a lot more of what's going on. Also kind of goes together but how complex is your product and role? Like is it going to be like a junior role or is it going to be maybe a more senior role but for a completely new position that wasn't existing before you joined in. So it kind of depends. And 90 days of course is a good number of days but it's not always really stick to achieve everything or maybe on the other hand is a lot for the company and the team you're working with. So expectation is really important again. And last but not least, keep perspective and have fun because of course, like as I mentioned at first the first three months tend to be quite stressful and quite intense even though everything goes well. So try to keep a light perspective on things especially for yourself. Don't take yourself too seriously and try to enjoy the time you're having. So I think that's all. Thank you a lot for having me and have a good time.