Michael Truong

Highly recommend this insightful Lenny’s Podcast with Vikrama Dhiman to anyone in Product! Here are my key takeaways: 1) Even if you’re at a mid-senior or higher level, continue to produce quality outputs/artifacts in addition to a focus on strategy & outcomes. 2) When needing to push back on something, be artful about how you do it: Intentional about keeping the tempo logical and adding value over being emotional. 3) Keep your focus on what you can control and not what you can’t. The latter tends to start happening as you grow in your career. There’s *always* a lot to do in the axis areas of your product & yourself: Data, technology, design/research, strategy, communication, organizational skills, community, & collaboration. 4) Constantly aim at what will increase your rate of change. If you’re skilled in a certain area, move your benchmark so you continue to scale and improve. If it's data or technology, look to the best in the industry; if it's communication or collaboration, expand to mapping to other company stakeholders. 5) To keep yourself grounded and to foster continued learning, be aware of your self-assessment and make sure you aren’t over inflating or telling a skewed narrative. Mindfulness helps with this. “Don’t be high-agency; be mindful agency.” 6) The product axes are -> HARD: data, design/research, technology, strategy; SOFT: communication, organizational, community, & collaboration. Target growth in the axis that will have the maximum leverage for you first, then move to the next. Don’t try to grow in all areas at once, or you’ll get overwhelmed. Tip: If you come from a background in design & research, focus on data or tech (or vice versa) to improve where you may have most opportunity for improvement. 

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I offer a lesson to my younger self and other less experienced PMs: speaking truth to power is rarely a good idea. Product types have an evangelical zeal founded in real customer interviews, deep data understanding and a grasp of the granular detail. This leads us to try and bludgeon stakeholders into submission using this “truth”. This is stupid. Over lunch with a fellow unemployed product leader we concluded that what distinguishes more senior product leaders from junior ones is the ability to keep quiet. Lest I’m lambasted & ignored as someone engaging in ‘politics’, please consider this as more closely aligned with picking one’s battles, letting sleeping dogs lie, not poking the bear and similar metaphors. But it’s a more specialised case that particularly afflicts less experienced PMs. Being right is not the goal. Being effective is. And so let me offer some reasons why you should keep quiet, or at very least be less self-righteous: 1. It is possible your stakeholder is aware of a data point, a strategy, an org change, whatever, that in fact means you’re just plain wrong. Seek first to understand. 2. The world changes fast and there’s a lot you’re trying to get done. Is your truth so pressing and so important that you must be heard, and right now? It’s a core belief of mine that a good PM is a risk manager, so evaluate whether this is a hill you need to die on right now. 3. Do you have enough capital to press your point? If you’re slaughtering a sacred cow, deflating someone’s ego, killing a favourite project, you’re at risk. And as the quote goes, “it is difficult to get a man to understand something, when his salary depends on his not understanding it.” So while we’d all love to work somewhere filled with radical candour, psychological safety and other aspects of a great culture, pause for breath and see how true this really is of your environment. While my first two points are positive reasons to question our arrogance, the last perhaps sounds more cynical. I prefer to think of it as being pragmatic, adaptable and emotionally sensitive. Again, it is far better to influence for a positive outcome than to just shout our truths into the wind. And to people leaders, my obvious message is that we need to make this post irrelevant and positively create the conditions in which such evangelism is supported and encouraged. But that’s a different post entirely. #productmanagement #psychologicalsafety

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Deep Dive: Lessons from 50+ Conversations with VP Product / CPOs Over the Last Year 🔍 In the past 12 months, I've engaged in enriching discussions with numerous VP Product and Chief Product Officers. These conversations have been insightful, revealing both challenges and best practices shaping the product management landscape today. Here’s a detailed list of the top 10 takeaways: 1. Integrative User Research: Successful products are built on a foundation of continuous user research, integrating feedback loops into every stage of the product life cycle to refine UX/UI. 2. Agile Leadership Evolution: Dynamic markets demand leaders who not only advocate for but actively implement agile methodologies, ensuring rapid adaptability and resilience. 3. Advanced Analytics for Predictive Insights: Leveraging sophisticated analytics tools to not only interpret current data but also predict future user behaviors and market demands. 4. Building Scalable Systems: Emphasizing the need for infrastructure that supports scaling, particularly as products grow and evolve in complexity and user base. 5. Enhanced Cross-Functional Synergy: Encouraging seamless interaction between product, marketing, sales, and tech teams to ensure a unified approach to product development and launch strategies. 6. Focus on Product-Led Growth: Shifting strategies to center around the product as the primary driver of customer acquisition, conversion, and expansion. 7. Emphasis on Continuous Learning and Development: Investing in continuous education and professional development to keep skills relevant and teams innovative. 8. Strategic Experimentation: Cultivating a culture where calculated risks and strategic experiments are encouraged to quickly test new ideas and learn from the outcomes. 9. Enhanced Customer Journey Mapping: Detailed mapping of the customer journey to understand and anticipate every touchpoint, improving personalization and identifying opportunities for product improvement. 10. Regulatory Compliance and Security: Staying ahead of regulatory changes and enhancing product security to safeguard user data and comply with global standards. Each of these points reflects a broader trend in product management that demands attention and strategic action. I’m keen to hear how others in the industry are navigating these complexities. What challenges have you faced, and what solutions have you found effective?

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Look at the companies I've sampled below. What is a common among them? 1. Google 2. Apple 3. Microsoft 4. Facebook (Meta) 5. Amazon 6. IBM 7. Intel 8. Cisco Systems 9. SAP 10. Oracle 11. Pfizer 12. Procter & Gamble 13. Johnson & Johnson 14. Coca-Cola 15. PepsiCo 16. Unilever 17. Nestlé 18. Diageo 19. HSBC 20. Standard Chartered 21. Goldman Sachs 22. Citibank 23. JPMorgan Chase 24. Deutsche Bank 25. Barclays 26. UBS 27. Credit Suisse 28. AIG 29. ExxonMobil 30. Chevron Its #Singapore! They all have their regional HQs right here in this tiny red dot. Listed market cap value is about USD13trn. Trawling through some dated data, they employ about 70,000 staff (may not be completely accurate) here in Singapore. That's 70,000 families' ability to pay for mortgages, kids' education etc. So China is the latest country to discover the magic of doing business in Singapore. Its not just about access to technology or capital but also to fast connectivity in this age of data and Artificial Intelligence (AI). I gather that Singapore currently has at least 17 active submarine cables connections... with potential bandwidth of >400Tbps... and we are going to double that. Indeed, data is the new oil. In fact, I think only China has more undersea cables than Singapore... and that says a lot. What can 400tbps do? We could do ~266m simultaneous HD video calls (for work)! or simultaneously stream 16m 4k videos (for leisure). #justsaying Kudos to Singapore Economic Development Board (EDB). They foresaw the move from petrochemicals (Jurong Island) to pharma to tech (software, AI, digital assets even). Jacqueline Poh #singapore https://lnkd.in/gS3_8Bbe

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3 days with GPS Malaysia: Product solutioning, Physical proximity, White-boarding, Partnerships, Paynet, Digital & UX, Pavaka 🤷🏾‍♂️🤷🏾‍♂️ Product solutioning: Biased. But strongly believe in the power of a Product-led organisation working in concert with coverage and clients directly. The team in Malaysia led by Kenny Siah exemplify this. Just a joy watching them in action with clients & partners Physical proximity & white boarding: Zoom is nice. Annotation features help. But nothing beats being in the room and co-creating on the white board. Kudos to Penny Ng and Alicia Lim for being experts in their domain & more importantly being super effective in relaying this knowledge to clients. Perhaps our handwriting could use some work ya 😅 Partnerships: Probably sick of hearing me say payments is a team sport. But it's true! The pie is large enough for all of us, and blessed to have great partners in Malaysia to help us tackle opportunities. We are just scratching the surface and can do much more #Paynet: Not a client or partner meeting went by without mention of Paynet's solutions and their increasing influence on the local payments landscape. More to come on this in coming weeks Digital & UX: Central theme behind all client meetings, regardless of whether they were 'new economy' or not. Yes different firms move at different pace depending on how close they are to the end consumer. But UX matters and even the most traditional firms have to prioritise the digitization agenda. Maybe except for my wife's favourite 'goreng pisang' and popiah hawker. They only receive cash but have cornered their market 🙄 Pavaka: Tamil for my favourite vegetable: bitter gourd. Why? Why not! Esp when in KL 😄😋. Anand Mukati Poi Sian Lau (Cassandra) #homeground #payments #fooddistractionsgalore

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Let me share a story about BNPL (Buy Now, Pay Later) services. . . They’re everywhere now, with almost 3 million people in Malaysia using them. BNPL makes shopping feel so easy. Split your purchase into smaller payments, no problem, right? But here's the catch: it's a slippery slope to buying stuff you don’t need and piling up debt. Did you know 4% (116,000 people) of users are behind on payments, and 1.3% (37,700 people) have been missing payments for over three months? That’s not good, folks! Unlike credit cards and loans, these BNPL debts often fly under the radar in your financial assessments. This hidden debt can fool both you and your bank about your real financial situation. The government’s stepping in with new regulations, and it’s about time! The Consumer Credit Act is on the way to help protect us and manage these risks. Experts are warning us: BNPL’s convenience can make you think you can afford more than you actually can. It’s crucial to know the difference between good debt that helps you grow and bad debt that just drags you down. Let’s be smart about our finances. The convenience of BNPL isn’t worth the risk of getting trapped in debt. Remember: Just because you can buy now, doesn’t mean you should pay later. Stay financially disciplined and make wise spending choices.

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I’ve been at lots of events recently and I’ve noticed speakers etc fueling a trope: “product management didn’t exist 15 years ago”. As someone who became a product manager in the nineties, I’d discourage this thinking as it under-values what our job is actually about. I was fortunate to spend eight years learning from leaders who were part of an MBO from Lotus. We built award winning, highly profitable enterprise software, but mostly on CD-ROMs. Consequently we didn't have AB testing, fake door tests, CI/CD or HotJar. But we did have sales-led pressures, prioritisation conflicts, remote teams, pricing complexity and disruptive new market entrants. What we also had was a passion to understand the customer’s pains and to then design and deliver something that was commercially valuable that addressed it. My wife works in FMCG, where for decades brand managers have been uncovering insights, then working with manufacturing, supply chain and sales & marketing to delight customers and create business value. That’s product management. Our tools, frameworks, product books and our understanding are ever evolving. And the enormous benefits of online deployment all mean that for many the job is done very differently now than it was in the nineties. But the business basics remain as they always have done. Especially for the very many product managers who aren’t solely working just with digital solutions. I bring this up not to defend those of us with grey hair (or little hair, in my case). My concern is that AI will be a paradigm shift to rival the upgrade from CD-ROM to Internet, and that may frighten some. Your future self will have Copilot instantly whip up a prototype, test it on synthetic personas leveraging mountains of sentiment data, and a Monte Carlo simulation will present you with your best options, in a compelling doc/ppt created by an LLM. But it's just another tool change, and another set of ways to better understand the opportunity, leverage the art of the possible and de-risk getting to a good commercial outcome at even faster rates. A peer has chosen to re-train as a carpenter because they've realised they're at heart a problem solver, and the context isn’t relevant. So please don’t think your super-power comes solely from being current on the tools and techniques of how you do your trade today. Product management has always been necessary and always will be, even if AI creates another shift in the technology, techniques and the pace of the work. #productmanagement

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I spoke to Singapore’s leading trade association and startup ecosystem ACE.SG (Action Community for Entrepreneurship) on what makes an exceptional Founder. The fund-raising market is extremely tough, and more than just credentials, this is what makes a bankable and investible Founder: Humility: Staying humble to recognise that while hard skills and industry experience are highly valuable, Founders don’t necessarily have all the answers, making one constantly curious and open to continuous improvement. Resilience: To assess resilience, we delve into a founder’s track record in handling past failures or setbacks. In interviews, we inquire about specific instances where the founder faced adversity and the strategies employed to overcome it. Foresight: Good foresight allows a founder to see opportunities where others may see obstacles. Leadership: Effective communication is key, as it allows us to evaluate how Founders articulate their vision, strategies, and obstacles, revealing transparency and clarity in their communication. Adaptability: We assess a founder's adaptability through scenario-based discussions and case studies, presenting potential situations that the startups can face and assess how a Founder reacts to it. Across my investing career, I had my fair share of mistakes. I believe picking Founders is very much an art rather than a science whereby a VC investor experience is even more crucial than technical skill. This experience comes only through surviving the ups and downs over decades. In addition, I believe we are in the business of picking great founders and have the responsibilities to work with these leaders to maximise a startup’s success. Thanks ACE.SG (Action Community for Entrepreneurship) for this interview and Robin M and Jaewoon Yoon for the work put into this! #Whatmakesanexceptionalfounder #Startups #Founders #Fundraise @ACE.SG (Action Community for Entrepreneurship) Patrick Lim @Velocity Ventures A. Patrick Imbardelli Nicholas Cocks Jonathon Cocks https://lnkd.in/g77RNF4Y

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🚀 Big news from the fintech world! OCBC Securities has just launched AI Oscar, Singapore's first AI-powered stock-picker tool. This isn't just a cool tech gadget; it's a game-changer for investors looking to make smarter, data-driven decisions. 📊🤖 AI Oscar leverages advanced algorithms to analyze market trends and predict stock performance, potentially giving investors an edge in the fast-paced world of trading. Imagine having a personal financial analyst that's constantly learning and adapting to market conditions! This tool is a testament to how AI is revolutionizing industries, making sophisticated tools accessible to everyday investors. As someone who's been following the AI and fintech space closely, I can't help but be excited about the possibilities. AI in finance isn't just about automation; it's about enhancing human decision-making and driving more sustainable investment strategies. 🌱💡 What are your thoughts on AI tools in investing? Share your experiences and let's discuss! #AI #Fintech #Investing #Innovation #Sustainability

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As product leaders, we sometimes equate progress in our careers with the size of a company - the bigger the company, the more impact you can have. But is that really true? In my latest #ProductThinking podcast, I chatted with Ying Chen, CPO at Quantive, who challenged this. We talked about how both startups and enterprises offer unique opportunities for growth and impact. One of the key insights Ying shared was about developing a business owner mindset. It's not just about owning every function, but understanding how all the pieces fit together. Building great products isn't enough - you need to consider how they align with our organization's unique advantages and target market. She dove into how this mindset applies differently in startups versus enterprises, and why understanding your company's unfair advantage is crucial, regardless of size. We also discussed why some CPOs are making the leap to CEO roles, and how developing a broader business perspective can shape your product leadership journey. I'd love to hear your thoughts: How do you cultivate a business owner mindset in your product role? Share your experiences below! #ProductLeadership #StartupVsEnterprise #ChiefProductOfficer #Startup

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Thinking about saying no to the CEO? Check out these incredibly helpful tips from Ed Biden, which, in my opinion, can be beautifully applied to any workplace communication where you are trying to broker a way forward.

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NEW EPISODE NOW STREAMING Jeremy and I tackled three game-changing themes transforming the investment world and tech landscape: 1. $3B Money Laundering Family Offices: We highlighted recent fraud cases in Singapore, particularly a staggering $3 billion scheme involving Chinese nationals. This incident has led to stricter regulations from the Monetary Authority of Singapore (MAS). I emphasized the need for enhanced due diligence and transparency in family offices, while Jeremy discussed identifying fraud signals and the importance of thorough vetting and trusted referrals to mitigate risks. 2. Apple AI Integration: At the Worldwide Developers Conference (WWDC) in June 2024, Apple announced significant advancements in AI. We explored Apple's potential to drive AI adoption due to its vast consumer base and seamless integration. I pointed out Apple's focus on privacy and on-device processing as key differentiators from competitors like Google and Microsoft. We speculated on AI enhancing Apple's ecosystem and debated the strategic value of integrating apps like WhatsApp and Gmail. 3. VC Fraud Maze: Navigating the complexities of finding reliable investment opportunities remains a challenge. We discussed the varying levels of market maturity and transparency across the region, making it a tricky terrain for investors. I stressed the importance of building trust and meticulous due diligence, especially as many early-stage VCs are still finding their footing. Jeremy shared his personal experiences with nascent regulations and informal networks, highlighting the need for vigilance and adaptability in such markets. We also touched on various other topics, including children's learning abilities, technological advancements and privacy implications, cultural challenges in language learning, strategic tech partnerships, and market trends in Southeast Asian startups. Stream the latest episode here: https://lnkd.in/g94FVwkZ Get transcripts, startup resources & community discussions at www.bravesea.com 🌐WhatsApp Daily Insight: https://lnkd.in/gZdjYQfw 🌐Spotify: https://lnkd.in/ga-EqZ9n 🌐Youtube: https://lnkd.in/gP5R9R-N 🌐Apple Podcasts: https://lnkd.in/g9PQmaF6 🌐Tiktok: https://lnkd.in/gq-aBKDv 🌐Instagram: https://lnkd.in/gA5wc5EW 🌐Twitter: https://lnkd.in/gBjaHw4e 🌐LinkedIn: https://lnkd.in/ga7MBBaM #FamilyOffice #Fraud #ArtificialIntelligence #AIIntegration #FinancialRegulations #InvestmentFraud #TechLeadership #StartupChallenges #BRAVEpodcast

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"Buy a product based on what it is today, not what it's promised to be in the future." As an ex-Agile Coach and tech geek, I feel like I have to comment on this 😃 After MKBHD publicly roasted the Humane AI pin and Fisker Ocean, here comes the Rabbit 🐇🤖 What's the issue? Recently, more and more companies tend to release products with big vision, however their first product is barely usable, with zero useful innovation. Iterative development is a great thing, but at the end, there should always be value for the customer - not just a promise of a better product in a few years. I've built ton of MVPs over the years, not all were great, you have to start somewhere. But you have to start with a Minimum Value. Not Maximum Hype 🤷🏼‍♀️ Really curious what the future holds for Humane and Rabbit. What do you think? Are you supportive of early product versions and purchase for their vision? Or it's a skip for you? #MKBHD #techreview #rabbit #humane #AIinnovation #startups #MVP #iterativedevelopment #futuretech #startupfail

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StraitsX, best known for their stablecoins, is one of the few firms in South East Asia doing deep-work within the digital assets payment space -- processing over 500 million SGD. One of the most interesting projects they have embarked on is the Purpose Bound Money (PBM) pilot in collaboration with Monetary Authority of Singapore (MAS), Grab, Amazon and Alipay. Nearly two years into the first pilot its co-founder Tianwei Liu shares with Fintech News Singapore their key learnings and potential future use cases for digital currencies -- which could potentially serve as a blueprint for the rest of Southeast Asia

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As a CTO, navigating the currents between visionary founders and a dedicated team is one of my most critical roles. The drive from our leaders is intense—they dream big and push hard. But how do we translate this pressure into progress without passing on the stress? Here’s how I approach it: 1. Filter and Focus: Convert high-level pressure into clear, actionable tasks for the team. 2. Empower and Support: Provide the tools and support the team needs to succeed, making sure they feel equipped and confident. 3. Celebrate Every Win: Big or small, every progress point is acknowledged. This keeps morale high and motivation even higher. 4. Transparent Communication: Keeping the team in the loop about what’s expected and why can transform pressure into purpose. The goal? To shield the team from undue stress while keeping the engine running at full speed. We’re here to build something great together, and every challenge is a step towards innovation. #Leadership #Teamwork #Innovation #CTOLife

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The recent AEON Bank app launch caught my eye, especially with their industry-leading rates (3.88% for savings account). The eKYC process took some time, but the potential returns made it a worthwhile endeavor. On that note, here's why I believe eKYC is important: 1. Security First: eKYC safeguards both the customer and the company from fraud. It's a win-win for a secure financial future. 2. Frictionless Future: While the initial setup might take a while, eKYC paves the way for a smoother, faster experience down the line. 3. Personalized Perks: Companies focused on customer-centricity prioritize a personalized journey. eKYC is key to unlocking those benefits. Aeon Bank seems to understand the value proposition for users. Their user-friendly app makes eKYC manageable, and their competitive rates (3.88% returns, unlimited savings) are a clear advantage. Kudos to the team at AEON Bank for the launch and bringing such amazing benefits to us. I can’t wait to see what else is in store! #eKYC #digitalbusiness #customercentricity #customerexperience

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I recently came across this thought-provoking article on feature teams vs. empowered teams, and it got me reflecting on our own journey at Meero. As we've been launching and scaling multiple products simultaneously after our pivot (AutoRetouch ProperShot CarCutter), it's been quite the adventure. And I have to admit, some of the scenarios described in the article felt pretty relatable. 😅 In our mission to disrupt various industries and stay ahead of the curve, we've definitely relied on our feature teams to deliver those critical capabilities. Our product managers have worked tirelessly to make it happen, and their hard work has been instrumental in getting us to where we are today. However, as a CEO, I've also come to realize that I don't have all the answers when it comes to product strategy. I'm not some all-knowing, visionary founder with a crystal ball 🔮 That's why I believe it's so important to empower our product & tech teams and trust in their expertise. What really struck me was how much our approach at Meero aligns with Marty Cagan's philosophy of empowered product teams. When we made the decision to pivot our business model, we knew that empowering our product & tech teams would be key to our success. Since then, we've been working hard to create an environment where our teams are laser-focused on understanding and solving customer problems, prioritizing outcomes over outputs, and having the autonomy to make the right decisions. Is it a smooth transition? Not at all. It requires a significant shift in mindset and a lot of trust. But I'm convinced it's the right direction for Meero as we navigate this pivotal stage in our growth story. By empowering our tech teams, we can leverage their diverse perspectives, deep customer insights and creative problem-solving skills to build truly remarkable products. I believe that the most successful companies strike a balance between a clear, overarching vision and the autonomy for product teams to innovate and experiment. It's not about having all the answers upfront, but rather about setting a strong direction and then empowering our talented teams to find the best path forward. Embracing the empowered product team model isn't easy, because it means letting go of control (never easy for a CEO 😂). But I'm excited to see where this journey takes us. One thing I know for sure: we have the right people on board to make it happen. 🌟 Maxence Bernard François Pallier Clément Boutignon Ludovic Dupuy Christof Opresnik Alexis Boyer Fanny Kauffer Jérémy Foucault Estelle Lichnowski #meero #featureteams #ai #empoweredteams

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GXS Bank has received a S$229.5 million capital injection from backers Singtel and Grab, per regulatory filings with the ACRA - Accounting and Corporate Regulatory Authority of Singapore. Grab took the majority share, acquiring 191.8 million shares at S$1 each, while Singtel received 37.7 million shares. This capital injection follows a shareholders’ resolution from January, which saw Grab inject S$145 million and Singtel allotted 90.1 million non-paid up shares. GXS reported a widening loss of S$208.2 million for FY2023, up from S$132.5 million the previous year, despite revenue increasing to S$16.1 million from S$5.1 million in FY2022. The digital bank disbursed over 100,000 loans in the first year of its FlexiLoan product, targeting gig workers and underserved customers. GXS noted, "FlexiLoan has gained traction even among segments well-served by traditional banks." Deposits in GXS Bank and Malaysia GXBank surged to US$479 million at the end of Q1 2023 from US$36 million in Q1 2022, driven mainly by GXBank. Over 90% of GXBank’s depositors are Grab users. #Growth #DigitalBank #Grab #CapitalInjection #Business #Investment #Singapore I The Straits Times I SPH Media I The Business Times I Benjamin Cher

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