Today, I’m responding to a listener's question about what it takes to succeed as a data or AI product manager, especially if you’re coming from roles like design/BI/data visualization, data science/engineering, or traditional software product management. This reader correctly observed that most of my content “seems more targeted at senior leadership” — and had asked if I could address this more IC-oriented topic on the show. I’ll break down why technical chops alone aren’t enough, and how user-centered thinking, business impact, and outcome-focused mindsets are key to real success — and where each of these prior roles brings strengths and/or weaknesses. I’ll also get into the evolving nature of PM roles in the age of AI, and what I think the super-powered AI product manager will look like.

Highlights/ Skip to:

Who can transition into an AI and data product management role? What does it take? (5:29) Software product managers moving into  AI product management (10:05) Designers moving into data/AI product management (13:32) Moving into the AI PM role from the engineering side (21:47) Why the challenge of user adoption and trust is often the blocker to the business value (29:56) Designing change management into AI/data products as a skill (31:26) The challenge of value creation vs. delivery work — and how incentives are aligned for ICs  (35:17) Quantifying the financial value of data and AI product work(40:23)

Quotes from Today’s Episode

“Who can transition into this type of role, and what is this role? I’m combining these two things. AI product management often seems closely tied to software companies that are primarily leveraging AI, or trying to, and therefore, they tend to utilize this AI product management role. I’m seeing less of that in internal data teams, where you tend to see data product management more, which, for me, feels like an umbrella term that may include traditional analytics work, data platforms, and often AI and machine learning. I’m going to frame this more in the AI space, primarily because I think AI tends to capture the end-to-end product than data product management does more frequently.” — Brian (2:55)

“There are three disciplines I’m going to talk about moving into this role. Coming into AI and data PM from design and UX, coming into it from data engineering (or just broadly technical spaces), and then coming into it from software product management. I think software product management and moving into the AI product management - as long as you’re not someone that has two years of experience, and then 18 years of repeating the second year of experience over and over again - and you’ve had a robust product management background across some different types of products; you can show that the domain doesn’t necessarily stop you from producing value. I think you will have the easiest time moving into AI product management because you’ve shown that you can adapt across different industries.” - Brian (9:45)

“Let’s talk about designers next. I’m going to include data visualization, user experience research, user experience design, product design, all those types of broad design, category roles. Moving into data and/or AI product management, first of all, you don’t see too many—I don’t hear about too many designers wanting to move into DPM roles, because oftentimes I don’t think there’s a lot of heavy UI and UX all the time in that space. Or at least the teams that are doing that work feel that’s somebody else’s job because they’re not doing end-to-end product thinking the way I talk about it, so therefore, a lot of times they don’t see the application, the user experience, the human adoption, the change management, they’re just not looking at the world that way, even though I think they should be.” - Brian (13:32)

“Coming at this from the data and engineering side, this is the classic track for data product management. At least that is the way I tend to see it. I believe most companies prefer to develop this role in-house. My biggest concern is that you end up with job title changes, but not necessarily the benefits that are supposed to come with this. I do like learning by doing, but having a coach and someone senior who can coach your other PMs is important because there’s a lot of information that you won’t necessarily get in a class or a course. It’s going to come from experience doing the work.” - Brian (22:26)

“This value piece is the most important thing, and I want to focus on that. This is something I frequently discuss in my training seminar: how do we attach financial value to the work we’re doing? This is both art and science, but it’s a language that anyone in a product management role needs to be comfortable with. If you’re finding it very hard to figure out how your data product contributes financial value because it’s based on this waterfalling of “We own the model, and it’s deployed on a platform.” The platform then powers these other things, which in turn power an application. How do we determine the value of our tool? These things are challenging, and if it’s challenging for you, guess how hard it will be for stakeholders downstream if you haven’t had the practice and the skills required to understand how to estimate value, both before we build something as well as after?” - Brian (31:51)

“If you don’t want to spend your time getting to know how your business makes money or creates value, then [AI and data product management work] is not for you. It’s just not. I would stay doing what you’re doing already or find a different thing because a lot of your time is going to be spent “managing up” for half the time, and then managing the product stuff “down.” Then, sitting in this middle layer, trying to explain to the business what’s going to come out and what the impact is going to be, in language that they care about and understand. You can't be talking about models, model accuracy, data pipelines, and all that stuff. They’re not going to care about any of that. - Brian (34:08)

Due to a technical glitch that ended up unpublishing this episode right after it originally was released, Episode 151 is a replay of my conversation with Zalak Trivdei from this past March . Please enjoy our chat if you missed it the first time around!

Thanks,

Brian

Links Original Episode: https://designingforanalytics.com/resources/episodes/139-monetizing-saas-analytics-and-the-challenges-of-designing-a-successful-embedded-bi-product-promoted-episode/ 

Sigma Computing: https://sigmacomputing.com

Email: [email protected] 

LinkedIn: https://www.linkedin.com/in/trivedizalak/

Sigma Computing Embedded: https://sigmacomputing.com/embedded

About Promoted Episodes on Experiencing Data: https://designingforanalytics.com/promoted

“Last week was a great year in GenAI,” jokes Mark Ramsey—and it’s a great philosophy to have as LLM tools especially continue to evolve at such a rapid rate. This week, you’ll get to hear my fun and insightful chat with Mark from Ramsey International about the world of large language models (LLMs) and how we make useful UXs out of them in the enterprise. 

Mark shared some fascinating insights about using a company’s website information (data) as a place to pilot a LLM project, avoiding privacy landmines, and how re-ranking of models leads to better LLM response accuracy. We also talked about the importance of real human testing to ensure LLM chatbots and AI tools truly delight users. From amusing anecdotes about the spinning beach ball on macOS to envisioning a future where AI-driven chat interfaces outshine traditional BI tools, this episode is packed with forward-looking ideas and a touch of humor.

Highlights/ Skip to:

(0:50) Why is the world of GenAI evolving so fast? (4:20) How Mark thinks about UX in an LLM application (8:11) How Mark defines “Specialized GenAI?” (12:42) Mark’s consulting work with GenAI / LLMs these days (17:29) How GenAI can help the healthcare industry (30:23) Uncovering users’ true feelings about LLM applications (35:02) Are UIs moving backwards as models progress forward? (40:53) How will GenAI impact data and analytics teams? (44:51) Will LLMs be able to consistently leverage RAG and produce proper SQL? (51:04) Where can find more from Mark and Ramsey International

Quotes from Today’s Episode “With [GenAI], we have a solution that we’ve built to try to help organizations, and build workflows. We have a workflow that we can run and ask the same question [to a variety of GenAI models] and see how similar the answers are. Depending on the complexity of the question, you can see a lot of variability between the models… [and] we can also run the same question against the different versions of the model and see how it’s improved. Folks want a human-like experience interacting with these models.. [and] if the model can start responding in just a few seconds, that gives you much more of a conversational type of experience.” - Mark Ramsey (2:38) “[People] don’t understand when you interact [with GenAI tools] and it brings tokens back in that streaming fashion, you’re actually seeing inside the brain of the model. Every token it produces is then displayed on the screen, and it gives you that typewriter experience back in the day. If someone has to wait, and all you’re seeing is a logo spinning, from a UX experience standpoint… people feel like the model is much faster if it just starts to produce those results in that streaming fashion. I think in a design, it’s extremely important to take advantage of that [...] as opposed to waiting to the end and delivering the results some models support that, and other models don’t.”- Mark Ramsey (4:35) "All of the data that’s on the website is public information. We’ve done work with several organizations on quickly taking the data that’s on their website, packaging it up into a vector database, and making that be the source for questions that their customers can ask. [Organizations] publish a lot of information on their websites, but people really struggle to get to it. We’ve seen a lot of interest in vectorizing website data, making it available, and having a chat interface for the customer. The customer can ask questions, and it will take them directly to the answer, and then they can use the website as the source information.” - Mark Ramsey (14:04) “I’m not skeptical at all. I’ve changed much of my [AI chatbot searches] to Perplexity, and I think it’s doing a pretty fantastic job overall in terms of quality. It’s returning an answer with citations, so you have a sense of where it’s sourcing the information from. I think it’s important from a user experience perspective. This is a replacement for broken search, as I really don’t want to read all the web pages and PDFs you have that might be about my chiropractic care query to answer my actual [healthcare] question.” - Brian O’Neill (19:22)

“We’ve all had great experience with customer service, and we’ve all had situations where the customer service was quite poor, and we’re going to have that same thing as we begin to [release more] chatbots. We need to make sure we try to alleviate having those bad experiences, and have an exit. If someone is running into a situation where they’d rather talk to a live person, have that ability to route them to someone else. That’s why the robustness of the model is extremely important in the implementation… and right now, organizations like OpenAI and Anthropic are significantly better at that [human-like] experience.” - Mark Ramsey (23:46) "There’s two aspects of these models: the training aspect and then using the model to answer questions. I recommend to organizations to always augment their content and don’t just use the training data. You’ll still get that human-like experience that’s built into the model, but you’ll eliminate the hallucinations. If you have a model that has been set up correctly, you shouldn’t have to ask questions in a funky way to get answers.” - Mark Ramsey (39:11) “People need to understand GenAI is not a predictive algorithm. It is not able to run predictions, it struggles with some math, so that is not the focus for these models. What’s interesting is that you can use the model as a step to get you [the answers]. A lot of the models now support functions… when you ask a question about something that is in a database, it actually uses its knowledge about the schema of the database. It can build the query, run the query to get the data back, and then once it has the data, it can reformat the data into something that is a good response back." - Mark Ramsey (42:02)

Links Mark on LinkedIn Ramsey International Email: mark [at] ramsey.international Ramsey International's YouTube Channel

This week on Experiencing Data, something new as promised at the beginning of the year. Today, I’m exploring the world of embedded analytics with Zalak Trivedi from Sigma Computing—and this is also the first approved Promoted Episode on the podcast. In today’s episode, Zalak shares his journey as the product lead for Sigma’s embedded analytics and reporting solution which seeks to accelerate and simplify the deployment of decision support dashboards to their SAAS companies’ customers. Right there, we have the first challenge that Zalak was willing to dig into with me: designing a platform UX when we have multiple stakeholder and user types. In Sigma’s case, this means Sigma’s buyers, the developers that work at these SAAS companies to integrate Sigma into their products, and then the actual customers of these SAAS companies who will be the final end users of the resulting dashboards.  also discuss the challenges of creating products that serve both beginners and experts and how AI is being used in the BI industry.  

Highlights/ Skip to:

I introduce Zalak Trivedi from Sigma Computing onto the show (03:15) Zalak shares his journey leading the vision for embedded analytics at Sigma and explains what Sigma looks like when implemented into a customer’s SAAS product . (03:54) Zalak and I discuss the challenge of integrating Sigma's analytics into various companies' software, since they need to account for a variety of stakeholders. (09:53) We explore Sigma's team approach to user experience with product management, design, and technical writing (15:14) Zalak reveals how Sigma leverages telemetry to understand and improve user interactions with their products (19:54) Zalak outlines why Sigma is a faster and more supportive alternative to building your own analytics (27:21) We cover data monetization, specifically looking at how SAAS companies can monetize analytics and insights (32:05) Zalak highlights how Sigma is integratingAI into their BI solution (36:15) Zalak share his customers' current pain points and interests (40:25)  We wrap up with final thoughts and ways to connect with Zalak and learn more about Sigma (49:41) 

Quotes from Today’s Episode "Something I’m really excited about personally that we are working on is [moving] beyond analytics to help customers build entire data applications within Sigma. This is something we are really excited about as a company, and marching towards [achieving] this year." - Zalak Trivedi (04:04)

“The whole point of an embedded analytics application is that it should look and feel exactly like the application it’s embedded in, and the workflow should be seamless.” - Zalak Trivedi (09:29) 

“We [at Sigma] had to switch the way that we were thinking about personas. It was not just about the analysts or the data teams; it was more about how do we give the right tools to the [SAAS] product managers and developers to embed Sigma into their product.” - Zalak Trivedi (11:30)  “You can’t not have a design, and you can’t not have a user experience. There’s always an experience with every tool, solution, product that we use, whether it emerged organically as a byproduct, or it was intentionally created through knowledge data... it was intentional” - Brian O’Neill (14:52) 

“If we find that [in] certain user experiences,people are tripping up, and they’re not able to complete an entire workflow, we flag that, and then we work with the product managers, or [with] our customers essentially, and figure out how we can actually simplify these experiences.” - Zalak Trivedi (20:54)

“We were able to convince many small to medium businesses and startups to sign up with Sigma. The success they experienced after embedding Sigma was tremendous. Many of our customers managed to monetize their existing data within weeks, or at most, a couple of months, with lean development teams of two to three developers and a few business-side personnel, generating seven-figure income streams from that.” - Zalak Trivedi (32:05)

“At Sigma, our stance is, let’s not just add AI for the sake of adding AI. Let’s really identify [where] in the entire user journey does the intelligence really lie, and where are the different friction points, and let’s enhance those experiences.” - Zalak Trivedi (37:38)  “Every time [we at Sigma Computing] think about a new feature or functionality, we have to ensure it works for both the first-degree persona and the second-degree persona, and consider how it will be viewed by these different personas, because that is not the primary persona for which the foundation of the product was built." - Zalak Trivedi (48:08)

Links Sigma Computing: https://sigmacomputing.com

Email: [email protected] 

LinkedIn: https://www.linkedin.com/in/trivedizalak/

Sigma Computing Embedded: https://sigmacomputing.com/embedded

About Promoted Episodes on Experiencing Data: https://designingforanalytics.com/promoted

Today I’m joined by Anthony Deighton, General Manager of Data Products at Tamr. Throughout our conversation, Anthony unpacks his definition of a data product and we discuss whether or not he feels that Tamr itself is actually a data product. Anthony shares his views on why it’s so critical to focus on solving for customer needs and not simply the newest and shiniest technology. We also discuss the challenges that come with building a product that’s designed to facilitate the creation of better internal data products, as well as where we are in this new wave of data product management, and the evolution of the role.

Highlights/ Skip to:

I introduce Anthony, General Manager of Data Products at Tamr, and the topics we’ll be discussing today (00:37) Anthony shares his observations on how BI analytics are an inch deep and a mile wide due to the data that’s being input (02:31) Tamr’s focus on data products and how that reflects in Anthony’s recent job change from Chief Product Officer to General Manager of Data Products (04:35) Anthony’s definition of a data product (07:42) Anthony and I explore whether he feels that decision support is necessary for a data product (13:48) Whether or not Anthony feels that Tamr qualifies as a data product (17:08) Anthony speaks to the importance of focusing on outcomes and benefits as opposed to endlessly knitting together features and products (19:42) The challenges Anthony sees with metrics like Propensity to Churn (21:56) How Anthony thinks about design in a product like Tamr (30:43) Anthony shares how data science at Tamr is a tool in his toolkit and not viewed as a “fourth” leg of the product triad/stool (36:01) Anthony’s views on where we are in the evolution of the DPM role (41:25) What Anthony would do differently if he could start over at Tamr knowing what he knows now (43:43)

Links Tamr: https://www.tamr.com/ Innovating: https://www.amazon.com/Innovating-short-guide-making-things/dp/B0C8R79PVB The Mom Test: https://www.amazon.com/The-Mom-Test-Rob-Fitzpatrick-audiobook/dp/B07RJZKZ7F LinkedIn: https://www.linkedin.com/in/anthonydeighton/

Today I’m chatting with Emilie Shario, a Data Strategist in Residence at Amplify Partners. Emilie thinks data teams should operate like product teams. But what led her to that conclusion, and how has she put the idea into practice? Emilie answers those questions and more, delving into what kind of pushback and hiccups someone can expect when switching from being data-driven to product-driven and sharing advice for data scientists and analytics leaders.

Highlights / Skip to:

Answering the question “whose job is it” (5:18) Understanding and solving problems instead of just building features people ask for (9:05) Emilie explains what Amplify Partners is and talks about her work experience and how it fuels her perspectives on data teams (11:04) Emilie and I talk about the definition of data product (13:00) Emilie talks about her approach to building and training a data team (14:40) We talk about UX designers and how they fit into Emilie’s data teams (18:40) Emilie talks about the book and blog “Storytelling with Data” (21:00) We discuss the push back you can expect when trying to switch a team from being data driven to being product driven (23:18) What hiccups can people expect when switching to a product driven model (30:36) Emilie’s advice for data scientists and and analyst leaders (35:50) Emilie explains what Locally Optimistic is (37:34)

Quotes from Today’s Episode “Our thesis is…we need to understand the problems we’re solving before we start building solutions, instead of just building the things people are asking for.” — Emilie (2:23)

“I’ve seen this approach of flipping the ask on its head—understanding the problem you’re trying to solve—work and be more successful at helping drive impact instead of just letting your data team fall into this widget builder service trap.” — Emilie (4:43)

“If your answer to any problem to me is, ‘That’s not my job,’ then I don’t want you working for me because that’s not what we’re here for. Your job is whatever the problem in front of you that needs to be solved.” — Emilie (7:14)

“I don’t care if you have all of the data in the world and the most talented machine learning engineers and you’ve got the ability to do the coolest new algorithm fancy thing. If it doesn’t drive business impact, it doesn’t matter.” — Emilie (7:52)

“Data is not just a thing that anyone can do. It’s not just about throwing numbers in a spreadsheet anymore. It’s about driving business impact. But part of how we drive business impact with data is making it accessible. And accessible isn’t just giving people the numbers, it’s also communicating with it effectively, and UX is a huge piece of how we do that.” — Emilie (19:57)

“There are no null choices in design. Someone is deciding what some other human—a customer, a client, an internal stakeholder—is going to use, whether it’s a React app, or a Power BI dashboard, or a spreadsheet dump, or whatever it is, right? There will be an experience that is created, whether it is intentionally created or not.” — Brian (20:28)

“People will think design is just putting in colors that match together, like, or spinning the color wheel and seeing what lands. You know, there’s so much more to it. And it is an expertise; it is a domain that you have to develop.” — Emilie (34:58)

Links Referenced: Blog post by Rifat Majumder storytellingwithdata.com Experiencing Data Episode 28 with Cole Nussbaumer Knaflic locallyoptimistic.com Twitter: @emilieschario

For Danielle Crop, the Chief Data Officer of Albertsons, to draw distinctions between “digital” and “data” only limits the ability of an organization to create useful products. One of the reasons I asked Danielle on the show is due to her background as a CDO and former SVP of digital at AMEX, where she also managed  product and design groups. My theory is that data leaders who have been exposed to the worlds of software product and UX design are prone to approach their data product work differently, and so that’s what we dug into this episode.   It didn’t take long for Danielle to share how she pushes her data science team to collaborate with business product managers for a “cross-functional, collaborative” end result. This also means getting the team to understand what their models are personalizing, and how customers experience the data products they use. In short, for her, it is about getting the data team to focus on “outcomes” vs “outputs.”

Scaling some of the data science and ML modeling work at Albertsons is a big challenge, and we talked about one of the big use cases she is trying to enable for customers, as well as one “real-life” non-digital experience that her team’s data science efforts are behind.

The big takeaway for me here was hearing how a CDO like Danielle is really putting customer experience and the company’s brand at the center of their data product work, as opposed solely focusing on ML model development, dashboard/BI creation, and seeing data as a raw ingredient that lives in a vacuum isolated from people.  

In this episode, we cover:

Danielle’s take on the “D” in CDO: is the distinction between “digital” and “data” even relevant, especially for a food and drug retailer? (01:25) The role of data product management and design in her org and how UX (i.e. shopper experience) is influenced by and considered in her team’s data science work (06:05) How Danielle’s team thinks about “customers” particularly in the context of internal stakeholders vs. grocery shoppers  (10:20) Danielle’s current and future plans for bringing her data team into stores to better understand shoppers and customers (11:11) How Danielle’s data team works with the digital shopper experience team (12:02)  “Outputs” versus “Outcomes”  for product managers, data science teams, and data products (16:30) Building customer loyalty, in-store personalization, and long term brand interaction with data science at Albertsons (20:40) How Danielle and her team at Albertsons measure the success of their data products (24:04) Finding the problems, building the solutions, and connecting the data to the non-technical side of the company (29:11)

Quotes from Today’s Episode “Data always comes from somewhere, right? It always has a source. And in our modern world, most of that source is some sort of digital software. So, to distinguish your data from its source is not very smart as a data scientist. You need to understand your data very well, where it came from, how it was developed, and software is a massive source of data. [As a CDO], I think it’s not important to distinguish between [data and digital]. It is important to distinguish between roles and responsibilities, you need different skills for these different areas, but to create an artificial silo between them doesn’t make a whole lot of sense to me.”- Danielle  (03:00)

“Product managers need to understand what the customer wants, what the business needs, how to pass that along to data scientists and data scientists, and to understand how that’s affecting business outcomes. That’s how I see this all working. And it depends on what type of models they’re customizing and building, right? Are they building personalization models that are going to be a digital asset? Are they building automation models that will go directly to some sort of operational activity in the store? What are they trying to solve?” - Danielle (06:30)

“In a company that sells products—groceries—to individuals, personalization is a huge opportunity. How do we make that experience, both in-digital and in-store, more relevant to the customer, more sticky and build loyalty with those customers? That’s the core problem, but underneath that is you got to build a lot of models that help personalize that experience. When you start talking about building a lot of different models, you need scale.”  - Danielle (9:24)

“[Customer interaction in the store] is a true big data problem, right, because you need to use the WiFi devices, et cetera. that you have in store that are pinging the devices at all times, and it’s a massive amount of data. Trying to weed through that and find the important signals that help us to actually drive that type of personalized experience is challenging. No one’s gotten there yet. I hope that we’ll be the first.” -  Danielle (19:50)

“I can imagine a checkout clerk who doesn’t want to talk to the customer, despite a data-driven suggestion appearing on the clerk’s monitor as to how to personalize a given customer interaction. The recommendation suggested to the clerk may be ‘accurate from a data science point of view, but if the clerk doesn’t actually act on it, then the data product didn’t provide any value. When I train people in my seminar, I try to get them thinking about that last mile. It may not be data science work, and maybe you have a big enough org where that clerk/customer experience is someone else’s responsibility, but being aware that this is a fault point and having a cross-team perspective is key.” - Brian @rhythmspice (24:50)

“We’re going through a moment in time in which trust in data is shaky. What I’d like people to understand and know on a broader philosophical level, is that in order to be able to understand data and use it to make decisions, you have to know its source. You have to understand its source. You have to understand the incentives around that source of data….you have to look at the data from the perspective of what it means and what the incentives were for creating it, and then analyze it, and then give an output. And fortunately, most statisticians, most data scientists, most people in most fields that I know, are incredibly motivated to be ethical and accurate in the information that they’re putting out.” - Danielle (34:15)