How Can AI Empower Product Managers?

In the latest episode of Product Talk, Jonathan Ozeran welcomes an extraordinary guest, Praful Chavda, a product leader with over 15 years of experience in delivering groundbreaking mobile and web products. 

Jonathan sets the stage by describing Praful as a “true force in the world of product leadership and innovation.”

His track record speaks for itself, with achievements that include leading product development at Microsoft, pioneering AI-driven customer experiences through his company Bright AI, and earning six patents. 

Now, Praful is focused on his latest venture, Chisel, a platform aimed at revolutionizing how product managers build exceptional products.

Jonathan highlights Praful’s impressive contributions to products like Office 365 and Outlook during his time at Microsoft, noting that his expertise has reached millions of consumers and enterprise users. 

Praful is not only a UX leader but also a hands-on technical innovator. As Jonathan describes it, “Chisel is redefining how product managers craft amazing products, perfectly balancing roadmaps, customer focus, and team alignment.”

The dialogue takes an insightful turn when Jonathan brings up an important point: while product managers focus on building tools for others, they often overlook the tools they need themselves. 

He remarks, “We often talk about building products for other people and thinking about what these tools can do for different customers and stakeholders. We often forget ourselves.”

Jonathan’s excitement about Praful’s journey shines through as he emphasizes how impactful Praful’s work has been.

This episode promises to offer valuable insights for product managers, particularly in areas like aligning teams, focusing on customer needs, and maintaining a balanced roadmap.

How AI is Transforming the Role of Product Managers

Jonathan opened with a thought-provoking question that set the tone for their dialogue: “What’s the spark that drew you to this intersection of AI and product management, and how has that passion evolved over the years?” 

Praful’s response illuminated a key pain point in the product management world—the overwhelming amount of “busy work” that many PMs face.

Praful explained that much of what product managers do can feel more like administrative tasks rather than creative or strategic thinking.

“A lot of work product managers do could be automated,” he said, giving examples like collating data for status reports or manually sifting through customer feedback. 

These tasks take time away from what really matters: growing the customer base, increasing revenue, and driving product innovation. 

The solution? According to Praful, it lies in leveraging AI to eliminate the grunt work, allowing product managers to focus on the tasks that truly move the needle.

Jonathan was quick to agree, adding that “not only is it busy work, it’s like mindless and a waste.” 

He highlighted how exciting it is to have innovators like Praful at the forefront, building tools for product managers to help them reclaim their time and focus on their core responsibilities.

As the conversation deepened, Jonathan asked how AI is fundamentally changing the way products are conceived, built, and managed. 

Praful pointed out that while the principles of good product management haven’t changed—such as a strong focus on customer discovery and understanding market needs—what has changed is how we execute on these principles. 

“The role of the product manager to understand all these incoming requirements, synthesize, and figure out what drives their business still remains the same,” Praful emphasized.

However, the introduction of AI has transformed the efficiency of these processes. It’s not about replacing product managers, but about using technology to make their work faster and more effective. 

“We’re redirecting investment away from mindless activities toward innovation and customer-facing work,” Praful explained. 

In short, AI allows product managers to double their bandwidth, which frees them up to focus on strategic tasks that lead to real business growth.

Praful and Jonathan agreed that AI is redefining product management in exciting ways, with AI tools acting as assistants rather than replacements. 

As Praful noted, “The bottom line really is that the principles haven’t changed. What has changed is how we use tech to make the same work more effective and faster.”

How Automation and Seamless Workflows are Transforming Product Management Tools

Jonathan proceeded things off by asking, “What were the pain points you personally experienced that encouraged you to go down this path?” 

Praful responded by outlining two key frustrations he faced when starting Chisel. The first, he noted, was how existing tools were often “mechanical in nature,” requiring product managers to perform a lot of data entry without giving much in return. 

“You have to do a lot of data entry in the tool, but what the tool gives back to you was very limited,” Praful explained. This led to what he termed “busy work”—a problem Chisel was designed to solve by introducing automation to streamline these processes.

Praful emphasized how automation could reduce the manual tasks product managers spend hours on, allowing tools to not just collect data but also generate actionable insights.

“What the tool gives back,” he stressed, “is actually doing some work for you, which would have taken you many hours to do yourself.” 

It’s about tools becoming more than just repositories—they should actively support PMs by suggesting actions and offering insights.

The second major pain point Praful identified was the disconnection between feedback collection and roadmap management. 

He pointed out that many tools focus on roadmaps, but a product manager’s journey begins long before that, starting with customer discovery and feedback. 

“Roadmap is just towards the middle or the end of that journey,” Praful stated, emphasizing that feedback collection and market research are foundational parts of the process.

One of Chisel’s main goals is to merge these separate steps into a single workflow, where feedback and roadmaps coexist seamlessly in the same platform. 

This integration, Praful explained, provides “full traceability,” allowing product managers to see exactly why a roadmap item exists and trace it back to the customer feedback or market need that initiated it. 

“Imagine if you’re looking at your roadmap,” he said, “you click on an item, and you want full traceability all the way back to why are we building this item.”

Jonathan was quick to acknowledge how impactful these changes could be, noting how current tools often create friction by keeping critical elements like feedback and roadmaps separate. 

He praised Praful’s vision, recognizing how Chisel could shift the way product managers approach their tasks, making their workflows smoother and more intuitive.

In sum, Praful identified two key areas where Chisel is breaking new ground: reducing busy work through automation and creating a seamless connection between feedback and roadmaps.

By addressing these pain points, Chisel aims to give product managers the tools they need to focus on what really matters—building great products based on clear customer insights.

Building Global Teams and Navigating Remote Work: Insights from Chisel’s Journey

They next dove into the dynamics of working remotely and building global teams, a strategy that has become especially relevant in the post-pandemic world. 

As Jonathan reflects on past experiences, he opens the conversation by acknowledging the struggles of managing feedback manually, often involving complex tools like Salesforce and various startup products. 

“I’m probably having a little angst and anxiety thinking back to scenarios where I had to trace that feedback by hand,” Jonathan confessed, emphasizing how much time and effort could be wasted in the process. 

This set the stage for Praful to share Chisel’s unique value proposition—seamless, automated workflows that eliminate this kind of busy work.

But the discussion didn’t just focus on product management tools. Jonathan was curious about how remote work and global team management have shaped Chisel’s strategy. 

He remarked on how product managers interact with their teams across different geographies, particularly in the context of the pandemic, asking, “How do you think about running your startup with Chisel now, and how does that play into your strategy?”

Praful’s response offered a behind-the-scenes look at how Chisel was built. “Chisel was born right in the middle of the pandemic,” he explained, pointing out that starting the company in July 2020 naturally led them to become a remote-first team. 

With team members spread across the U.S. and a development center in India, Chisel embraced remote work not just as a necessity but as an opportunity to tap into global talent.

Even without the pandemic, Praful emphasized that his approach would have remained the same. “I’m a big believer in talent,” he said, noting that geography should never limit a company’s ability to recruit the best people. 

“Our decisions are focused on what is the best fit for this role and where can I find this talent,” he explained. This flexible mindset has enabled Chisel to build a diverse and highly skilled team across two continents, with engineers in both the U.S. and India.

However, when it comes to customer-facing roles, Praful explained the importance of proximity to clients. 

“All the customer-facing roles, we want them to be where our customers are,” he said, adding that this strategy allows them to provide a five-star level of service. 

With most of Chisel’s focus on the North American market, they’ve concentrated their customer teams in the U.S. to ensure they’re always available to respond quickly and efficiently to client needs.

Jonathan resonated with this approach, acknowledging how product management has evolved in a world where geography is no longer a barrier.

By highlighting the blend of remote work and strategic location-based decisions, Jonathan and Praful offered a roadmap for startups navigating the challenges of global team management.

Praful’s insights into remote work and team building underscore an essential takeaway for any startup: flexibility and the ability to harness talent from anywhere are now key components of success. 

Chisel’s approach to balancing remote operations with customer-focused roles offers a compelling example of how to thrive in today’s rapidly changing work environment.

Navigating Product Management in Startups vs. Large Companies

Jonathan and Praful delved into an insightful discussion about the striking contrasts between product management in large corporate environments and startups. 

Their conversation revealed not only the tactical differences but also the strategic mindset shifts that product managers must navigate when moving between these two worlds.

A Closer Look at Microsoft and Startups

Jonathan kicked off the conversation by highlighting Praful’s unique perspective, having worked at a tech giant like Microsoft and now leading his own startup, Chisel. 

Reflecting on his journey, Praful shared that while people often discuss large companies and startups as distinct categories, his experience paints a more nuanced picture.

“In Microsoft,” Praful explained, “there isn’t just one overarching culture. It’s made up of countless teams, each with its own way of working, size, and even approach to product development.” 

This complexity, he noted, creates three distinct types of environments: established teams working on well-matured products, smaller teams within Microsoft operating almost like startups, and then actual startups operating outside of corporate structures. 

Each comes with its own set of challenges and opportunities.

The Challenges of Big Teams and Established Products

Praful went on to detail the unique constraints faced by product managers working in large teams with established products, describing the environment as one of extreme diligence.

“When you’re managing a product used by millions of people, like Microsoft’s well-established products, there’s no room for fast and loose decision-making,” he said. 

“You can’t just say, ‘ship it and if it breaks, we’ll fix it,’ because any misstep could impact thousands of users.”

This sense of caution is echoed across other large companies as well, with Praful mentioning friends at Google and Facebook experiencing similar pressures. 

The scale at which these products operate demands compliance with enterprise standards, adherence to ecosystem rules, and intricate coordination across multiple teams. 

For Praful, this resulted in what he calls “a machinery that is complex,” but necessary to prevent disruption for high-profile clients.

Small Teams in Big Companies: Startup-Like Agility

One of the more fascinating parts of the conversation was Praful’s observation that small teams within large companies often operate like startups. 

“You’re still in a big company like Microsoft, but your team is working fast and trying to bring something completely new to market,” he explained. 

This setup allows teams to innovate quickly without the weight of legacy products, yet they benefit from the larger organization’s resources, including talent and distribution. 

“It’s almost like you get the best of both worlds,” Praful noted. While there are still corporate “taxes” to pay in terms of bureaucracy, these teams can often move faster and leverage existing company infrastructure to scale more easily.

Startup Life: Lean, Fast, and Risky

In contrast, Praful described the startup environment as one of constant trade-offs and extreme focus. 

“You’re always resource-constrained,” he shared. “There are 50 good ideas, but you don’t have the luxury of entertaining them all. You’re forced to focus only on the great ideas.” This prioritization is critical for startups that operate under tight budgets and limited manpower.

What sets startups apart, though, is their freedom and speed. “You can move really fast, break things, and patch them the next day,” Praful added. 

This velocity comes with risks, particularly in terms of survival. Unlike large corporations, startups don’t have the safety net of corporate backing, meaning every decision could make or break the company. 

Despite these challenges, startups often enjoy the agility to innovate without red tape, and that’s what attracts many to this space.

Finding the Right Balance

The conversation between Jonathan and Praful highlights a core theme in product management: balancing speed with diligence. 

In large companies, the priority is to avoid disruption to established processes, while startups focus on fast iterations and market agility.

Praful’s insights provide a valuable lens for product managers at all levels to consider how the size and stage of their company impact their product strategies and decision-making. 

Whether operating within a corporate giant like Microsoft or navigating the lean environment of a startup, the key is finding the balance that drives both innovation and stability.

Building Products: Core Principles and the Power of Pattern Matching

The focus of their discussion next shifted into the lessons learned from both established organizations and startups, shedding light on the importance of building products with a focus on foundational principles, no matter the environment. 

Their discussion provided some insightful takeaways for anyone involved in product development, especially regarding collaboration, customer discovery, and the evolving nature of leadership.

Jonathan started by honing in on a key point: how do you leverage talent across your organization, and even beyond it, to build something meaningful? 

He asked Praful how his experiences in different environments influenced the way he managed, scaled, and grew products.

Praful’s response was packed with wisdom: “The environments may change a little bit, but the way we build products doesn’t really change much.” 

He explained that at the heart of product development, some core principles always hold firm—starting with the customer. 

Understanding the customer and the market, he emphasized, remains crucial. As Praful noted, “You always start with the customer, put the customer first, and understand really well what the market needs.”

One standout lesson was the importance of prioritization. Praful explained that every team is flooded with ideas, but the challenge is identifying which ones have the potential to become winners. 

Once the priorities are set, he stressed, it’s about aligning the entire team—from engineering and user experience to marketing and executive leadership. The goal? Ensure everyone is on the same page with what’s being built and why it’s important.

As Praful reflected on his experiences in both large companies like Microsoft and smaller startups, one thing became clear: the principles of building, shipping, and iterating haven’t changed, but the “battle wounds”—those hard-earned lessons—are what make the difference. 

He described how these experiences sharpen intuition and pattern recognition, helping him apply lessons faster in new situations. “Those battle wounds really help you develop that pattern matching,” 

Praful shared, explaining that, over time, you learn to spot similarities across different projects and use that experience to guide decision-making.

What’s particularly interesting about Praful’s insight is the balance between theory and practice. While it’s easy to say that customer discovery or rapid shipping is essential, the specifics change depending on the situation.

“In theory, everyone does customer discovery, but when I’m doing it for this particular situation in this company, here’s the major difference,” he shared.

By relying on both tried-and-true principles and adapting based on his accumulated experiences, Praful highlights a crucial point: product building is as much about intuition and adaptability as it is about following a formula. 

Jonathan’s question about the influence of key contributors, advisors, and mentors naturally fed into this discussion, and Praful’s answers point to the value of learning from every environment and interaction.

The Evolving Landscape of Product Management

Jonathan re-opened the conversation with a key challenge that many product leaders face: the necessity of aligning the entire organization toward a common goal. 

He stated, “It’s interesting to hear you talk about the ultimate dilemma of product leadership… ensuring that the entire organization is rowing in the same direction.” 

This alignment is crucial, especially when starting a new company where a small team must work closely together to achieve success.

Praful responded thoughtfully, emphasizing the timeless principles of product management. He explained, “The way we build products, like the core principles, don’t really change much. You always start with the customer, put the customer first, understand really well what the customer needs.” 

This foundation is essential for building effective products that truly resonate with users.

He elaborated on the significance of prioritization, stating, “Once you have done really good prioritization and aligned your team, how do you get your leaders in engineering, user experience, sales, and marketing… on the same page?” 

It’s this alignment that enables teams to move quickly and effectively, whether in a startup or a large organization.

As the conversation progressed, Jonathan inquired about how AI is reshaping product management tools.

Praful shared his vision for empowering product managers, saying, “My goal is to make product managers 10X effective.” 

He described how AI can significantly enhance a product manager’s daily operations, allowing them to focus more on strategic tasks rather than being bogged down by mundane activities.

For instance, he highlighted innovative AI applications in customer discovery. Praful shared, “We are able to analyze voluminous customer feedback using AI, automatically categorize that feedback, and generate themes that are emerging.” 

This approach not only saves time but also helps product managers focus on the most critical customer insights without drowning in data.

He further discussed tools that can automate the creation of Product Requirement Documents (PRDs). “Our AI tool will create that PRD within seconds… It solves the blank page problem for the PM,” 

Praful said, illustrating how technology can streamline product definition and execution. The advantage here, he pointed out, is that the AI understands the specific context of the business, making its outputs far more relevant than generic tools.

In addition, Praful emphasized the importance of staying on top of project timelines and dependencies. He noted that great product managers “have a pulse on which features are in the critical path… What we’ve done is built technology that can draw your attention to this information.” 

This ensures that product managers are always informed and can react swiftly to any potential delays or issues.

Their conversation paints a compelling picture of how product management is evolving through the integration of AI and a renewed focus on customer-centric practices. 

As Jonathan remarked on the challenges faced by product leaders, Praful’s insights remind us that the core principles of product management—understanding customer needs, prioritizing effectively, and fostering team alignment—remain unchanged, even as the tools and technologies we use evolve.

Embracing AI for Next-Level Product Management

Jonathan added on to Praful’s previous statement by saying “I would love help to be able to become that PM that’s 10x more effective and not doing a lot of that busy work.” 

This desire underscores the struggle to balance numerous responsibilities while maximizing productivity and impact.

Prioritizing Feedback in Roadmapping

A central theme in their dialogue was the importance of feedback in roadmapping. Jonathan highlighted how essential it is for product managers to be “notified proactively” rather than having to dig for information. 

This proactive feedback loop allows PMs to make informed decisions quickly and efficiently. As he noted, the ability to summarize and communicate effectively for different audiences can significantly enhance a PM’s effectiveness.

Embracing the Speed of Change

Praful emphasized the urgency and pace of change in the product management landscape. He stated, “The direction we are taking is… more and faster.” 

This focus on speed doesn’t just refer to the volume of work but also the quality of outputs. 

As Praful explained, the goal is to build the right products that drive real business results, whether that’s through customer acquisition or increased revenue.

Evolving from Suggestion to Action

A pivotal part of their discussion revolved around transitioning from a “human in the loop” model to one where AI can take action autonomously. 

Praful articulated that many processes currently operating in a suggestion mode could evolve into direct action capabilities. 

He noted, “If you think about the next stage, a lot of that will directly result in action,” suggesting a shift toward AI taking the initiative in decision-making.

To illustrate this, he drew a parallel to self-driving cars, where the technology moves through different levels of autonomy. 

This evolution means that product managers may eventually rely less on permission and oversight, as AI could handle more tasks independently, allowing PMs to concentrate on strategic initiatives.

Increasing Automation and Advanced Analysis

Another exciting prospect discussed was the potential for automation in creating product requirement documents (PRDs) and conducting advanced “what-if” analyses. 

Praful envisioned a future where PMs might spend “more than five, ten minutes” on status reports, thanks to AI handling the bulk of the work. 

He elaborated on this by saying, “If AI actually created those four versions for you and showed you, then it is easier for you to throw darts and pick kind of one of them.”

This capability could empower PMs to explore multiple versions of their roadmaps based on various assumptions and constraints. 

By automating the generation of potential solutions, PMs could quickly evaluate options and collaborate effectively with their teams.

A New Era for Product Managers

The insights shared by Jonathan and Praful highlight a shared vision for the future of product management—one that leverages AI to streamline workflows, enhance decision-making, and ultimately create more impactful products. 

By evolving from a model of suggestions to one of action, product managers can focus on what truly matters: driving value for their teams and customers.

As AI continues to reshape the landscape, PMs who embrace these changes will not only become more effective but will also play a pivotal role in leading their organizations toward success. 

The future of product management is indeed bright, filled with opportunities for innovation and growth.

Leveraging AI for Greater Impact

Their next conversation highlighted key insights about how AI can help PMs become more effective and collaborative, paving the way for a more innovative and dynamic work environment.

Enhancing Collaboration with Engineering Leadership

Jonathan kicked things off by expressing a hopeful vision for the future of PM. He said, “I have thought through all the pros and cons. I have thought through all the angles.” 

Imagine walking into a meeting with engineering leadership fully prepared, presenting multiple options and roadmaps, and confidently suggesting a clear path forward. 

This proactive approach would not only foster camaraderie but also reduce the number of debates and arguments that often arise in such discussions.

He elaborated on how having an intelligent assistant—one that can not only process requests but also articulate and generate roadmaps—would revolutionize the way PMs operate. 

The concept of performing “what-if analysis” is particularly intriguing, as Jonathan encouraged listeners to consider what it would be like to have “12 variants of your roadmap” ready by the end of the day. This capability could alleviate many of the pain points PMs face, streamlining decision-making and enhancing collaboration.

Shifting Focus from Data Collection to Strategic Insight

Praful echoed Jonathan’s sentiments and offered a thought-provoking summary of their discussion. He emphasized the need to shift the PM’s focus toward “synthesis, judgment, and intuition” rather than getting bogged down in data collection and scenario painting.

He stated, “If all that was done by the system, then you can really use PM’s time on what you cannot build.”

This shift is vital because, as Praful pointed out, systems lack the intuition and judgment that experienced PMs bring to the table. 

“Systems aren’t going to have battle wounds of, ‘Hey, I’ve done this for 15 years, and I think this is really the path we should take,’” he added. 

By leveraging AI to handle routine data tasks, PMs can concentrate on making strategic decisions that require human insight.

The Rapid Evolution of AI in Product Management

Both Jonathan and Praful expressed their excitement for the near future, with Praful noting that the advancements they discussed are already in the works.

“We are launching it right now,” he shared, indicating that the integration of AI tools into PM processes is happening faster than many might expect. 

This enthusiasm reflects a growing recognition that the tools to enhance PM effectiveness are not just concepts for tomorrow but are being developed and implemented today.

By embracing AI, PMs can free themselves from time-consuming tasks, enabling them to focus on the strategic insights that only human experience can provide. 

As Praful summarized, the goal is to leverage technology to enhance human creativity and judgment in product development.

With these advancements on the horizon, product managers can look forward to a more efficient, innovative, and impactful future. 

The next era of product management promises to be one where collaboration is strengthened, decision-making is accelerated, and ultimately, where the best ideas can flourish.

Navigating Stakeholder Priorities in Product Development

In a captivating discussion, Jonathan and Praful delved into the challenges of managing stakeholders while developing tools that enhance product management. 

Their insights shed light on the various factors influencing stakeholder adoption of AI products and how organizations prioritize their needs.

Understanding Stakeholder Priorities

Jonathan initiated the conversation by posing an essential question about stakeholder management: “How do you manage your own stakeholders? How do you think about where their priorities are, their level of adoption, and comfort with some of these capabilities?” 

This question set the stage for a deeper exploration of how product managers can effectively navigate the diverse expectations and readiness of their stakeholders.

Praful responded by highlighting a critical aspect: “Our customers are at different levels.” He explained that organizations are at various stages in their product development maturity and their comfort with experimenting with AI technologies. 

For some customers, the focus is clear-cut. “Some customers have a laser-sharp focus on, ‘Hey, we want to solve the discovery first,’” he noted. 

This prioritization means they direct all their efforts to address discovery challenges before turning to roadmap management. Conversely, others might prioritize roadmap management because they already have effective customer discovery processes in place.

Adapting to Organizational Needs

This variation in priorities is pivotal for product managers. As Praful articulated, “One variable… is what is the business priority or where is it that the customer is facing maximum gain today?” 

Understanding where stakeholders see the most significant opportunity helps shape the development of features and tools. It’s all about recognizing the unique challenges and goals of each customer.

Moreover, Praful observed that some organizations are already experimenting with AI technologies independently.

“Some customers are so far ahead in the game that they are already internally using a lot of technologies to kick the tires on AI,” he said. 

These forward-thinking organizations often have a sophisticated understanding of what they want from external tools and how they want to integrate them with their existing systems.

The Role of Compliance and Security

Another interesting point discussed was the impact of compliance and security concerns on the adoption of AI tools. 

Praful explained that, “depending upon the organization, their process to adopt an AI tool varies dramatically.” Some organizations face strict compliance and privacy requirements, making them slower to adopt new technologies. 

He remarked, “They have to go through a bunch of stuff,” which can hinder the speed at which they provide feedback or implement new tools.

In contrast, Praful noted that organizations with fewer compliance burdens can move much faster. “They are able to take more risks; they’re able to actually give feedback much sooner,” he shared. 

This insight emphasizes the importance of understanding the unique context of each stakeholder and tailoring approaches accordingly.

By recognizing the varying levels of maturity, prioritization, and compliance within organizations, product managers can better navigate the complexities of stakeholder relationships. 

Praful’s observations serve as a reminder that understanding where stakeholders are coming from is key to successfully integrating new technologies and ensuring they meet the needs of the business.

As product managers look to the future, being attuned to these nuances will be essential for fostering collaboration and driving successful product adoption. 

The landscape of product management is ever-evolving, and the ability to adapt to stakeholder priorities will undoubtedly play a critical role in shaping successful outcomes.

Pushing Boundaries in Product Management with AI

Jonathan posed a thought-provoking question about the driving forces behind Praful’s efforts at Chisel, especially considering the significant advancements AI tools can bring to product management.

The Aspiration to Innovate

He went ahead with this segment by referencing their earlier discussion about the intersection of AI and product management. 

He asked, “What is motivating you to continue to push the boundary?” Praful responded with a heartfelt reflection on the shared dreams of product managers everywhere. “If you think about this, every PM that you would meet… every PM wants to create an amazing product,” he emphasized.

He reminisced about that exhilarating moment many experience when they first hold a groundbreaking product, like the iPhone, and feel inspired to create something equally transformative.

The enthusiasm is palpable, as Praful noted that regardless of company size or industry, product managers consistently express a desire for innovation. “There is just so much going on that we don’t get enough time to focus on innovation,” he pointed out. 

This common sentiment highlights a significant pain point in the product management world: the endless demands of day-to-day responsibilities that often overshadow the creative aspects of the role.

Overcoming Obstacles

As Praful articulated, the aspirations of product managers often clash with the realities of their roles. “I need to create a status report. I need to write this documentation,” he said, capturing the frustrations many face. 

The overwhelming administrative tasks can stifle creativity and leave little room for the kind of deep focus needed to craft exceptional user experiences.

“What keeps me going? Is that future where we can have product managers focus on exactly what they’re passionate about,” Praful asserted. 

He envisions a world where product managers can spend their energy on what truly matters—developing innovative products that delight users and drive business success.

 “I want to see the world where most PMs are not talking about, ‘Hey, I wish I could do this,’” he said, painting a picture of a future filled with possibility and opportunity.

Embracing the Future

Jonathan and Praful’s conversation underscores a fundamental truth in product management: the drive to innovate is often hampered by a plethora of tasks that can distract from the core mission. 

Praful’s vision is inspiring: a landscape where product managers can devote their time to crafting extraordinary experiences, exploring various paths, and choosing the best direction for their projects.

As Praful concluded, he emphasized the importance of removing the barriers that hold product managers back. “There’s five amazing directions that I could take. How do we pick, like what kind of an iPhone we want to build?” 

This question encapsulates the essence of product management—the quest for clarity and focus amidst the noise.

Building the Future: A Vision for Product Management with Chisel AI

We near the end as Jonathan, with a heartfelt acknowledgment of Praful’s dedication to product management, saying, “We’re lucky to have you in this community and building for it.” 

This statement set the stage for a deeper discussion about the complexities of product management across various contexts, from large enterprises to startups. 

Praful’s commitment to the field is evident, and he embodies the passion that many in the community share.

The Dream Product: Chisel AI

As the discussion progressed, Jonathan posed a compelling question: “I’m going to fund you whatever product you want… What product am I building for you and why?” 

Praful’s response was enthusiastic and clear: “Well, we want to build Chisel AI, right?” He explained that having the resources to develop this tool would allow his team to move quickly and innovate effectively.

“The more resources we have, the faster we can move, the faster we can experiment,” he noted. This singular focus on Chisel AI underscores the urgency and ambition that drive Praful and his team in their mission to empower product managers.

Emphasizing Speed and Experimentation

Praful’s emphasis on speed and experimentation reflects a key theme in product management today. 

He believes that to thrive in a competitive landscape, teams must be able to rapidly iterate and test their ideas. “Bring it on,” he declared, highlighting the eagerness to harness the power of AI to elevate product management processes. 

This proactive mindset resonates with many in the industry who strive to push boundaries and redefine what’s possible.

Inspiring the Community

As the conversation drew to a close, Jonathan expressed his appreciation for Praful’s insights and journey, stating, “Your journey has been incredible… you clearly have the passion at the intersection of AI, product management, and technology.” 

Jonathan’s words serve as a reminder of the inspiration that leaders like Praful can provide to those in the product management community.

With the landscape of product management continually evolving, Jonathan hopes that the insights shared in their discussion will encourage others to think about how they can “10X themselves.” 

He envisions a future where product managers can leverage technology and innovative tools to enhance their capabilities and impact.

Conclusion

In this enlightening conversation between Jonathan and Praful, the passion for product management and the transformative potential of AI emerged as central themes. 

Praful articulated a vision for the future, emphasizing the desire of product managers to create exceptional user experiences and innovative products. 

His commitment to building Chisel AI reflects a broader aspiration within the industry to streamline processes, enhance collaboration, and ultimately allow product managers to focus on what truly matters: innovation.

Ultimately, the conversation between Johnathan and Praful serves as a reminder of the power of community, collaboration, and ambition in shaping the future of product management. 

By embracing these values, product managers can transform their aspirations into reality, paving the way for a new era of innovative products that enhance user experiences and drive business success.

Listeners were encouraged to connect with Praful on LinkedIn and follow Chisel Labs for updates, reinforcing the significance of community and collaboration in driving progress in the field. 

For those looking to stay updated, Praful’s open invitation to connect offers an excellent opportunity for engagement. 

By following along with Chisel developments, product managers can glean insights and inspiration for their own journeys.