Product management training ⚡️

People use the same product language, but mean different things, which surfaces late in execution. You understand the theory, but struggle to apply it in organisations not set up for clear product decision making. "I knew what I was talking about and I wasn't talking nonsense. I could be confident in myself." Aditi Luykx, Senior PM, Politico Europe Who is this for Product managers and product owners Whether you're six months in or six years in, this training helps you improve how you actually operate in the role. Particularly useful if you came into product from a different function, or if your practice has gaps you can't quite name. Heads of Product sending their team When teams attend together, they usually stop spending time re-explaining basic product concepts in meetings. Discussions move faster because people start from the same understanding instead of reworking definitions each time. Several organisations have sent multiple team members and used the training as a reference point to align how they approach product decisions and day-to-day work. Ask about team rates and invoicing > Product-adjacent roles Business analysts, designers, and engineers who work closely with PMs. Past participants in these roles said it significantly improved how they work with their product counterparts. Where this training is less suited: If you're a CPO or Head of Product looking for support on organisational design or scaling product practices across teams, that requires a different format. We do that work too. Get in touch and we'll point you to the right starting point. Six things you will be able to do (that you may not be able to do now) Scan the list: where can you already do this confidently? Where can you not? Strategy Connect roadmap decisions to company goals so prioritisation becomes a business discussion instead of a political one.Learn how to explain why some initiatives move forward and others do not. Therefore, you'll use the product context model and the opportunity solution tree to trace from mission through to initiatives, giving you a decision framework you can use in every prioritisation conversation. Research Turn vague complaints, stakeholder requests and customer feedback into a clearly defined problem the team can actually investigate.Learn how to frame problems in a way that creates alignment instead of generating another round of interpretation. Discovery Learn how to conduct customer conversations that generate evidence you can act on.Practice separating opinions, feature requests and assumptions from real signals about customer behaviour. Measurement Define success before delivery so you know what decision the data should help you make afterwards.Learn how to select metrics that tell you whether to invest further, iterate, or stop. Go to market Plan a launch where adoption is part of the scope, not an afterthought you hand to marketing. You'll define how the product reaches users, what makes it stick, and where the PM's responsibility ends and product marketing's begins. Stakeholders Learn how to navigate competing priorities from executives, customers, sales and engineering without turning every roadmap discussion into a battle.Practice techniques for influencing decisions when you have responsibility but not authority. "My team really saw a before and after. I dare to say no more often." Sam Boribon, PM, Nodalview Your two days The training runs through a shared case study from start to finish, so every method is applied in sequence rather than in isolation. By the end of day two, you can see how it all connects. Day 1 Strategy, context and discovery From company goals to a validated problem worth solving Product foundations What a product actually is, how the lifecycle works, and where the PM role starts and stops relative to design and engineering. This creates a shared starting point so the rest of the two days builds on common ground. From strategy to operations The full product context from mission through to initiatives. You’ll practice setting OKR-based objectives and identifying opportunities with the opportunity solution tree using a real case. Problem framing and research How to write a problem statement, plan qualitative and quantitative research, and run customer interviews that generate insights rather than feature requests. Discovery in action Ideation methods, story mapping, and iterative refinement. You generate ideas against a real problem statement and decide which paths are worth pursuing. Day 2 Delivery, go to market and leadership From a solution to a shipped product you can prove is delivering impact Solution delivery How to prioritise, estimate, and plan in a way that improves predictability without overpromising. You'll practice methods you can bring directly into your next sprint planning or quarterly roadmap conversation. Market introduction Why some launches create behaviour change while others are forgotten within a week. Learn how to prepare adoption activities before release rather than after disappointing results. Measure, monitor and run Choosing the right KPIs before you build, using data during the run phase, and deciding when to iterate, pivot, or retire. Stakeholder management The communication approach. How to align, negotiate with, and influence people who have different incentives from yours. What makes this training different ✅ Your trainer is still doing the job Mathieu works inside product organisations on active consulting mandates. The examples in the training come from recent client work, not a generic case l