About
I'm an operations leader who thrives at the intersection of people, processes, and…
Experience
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Education
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Harvard Extension School
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Activities and Societies: Dean's List Academic Achievement Award
Studied the visual and technical design of interactive systems
Capstone:
Web development and instructional design for a genre fiction e-learning website -
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Licenses & Certifications
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Mihai Despa
I’ve been noticing something interesting lately, CSMs are getting pulled deeper into Product conversations, not because PMs aren’t doing their jobs (PMs are doing exactly what they’re tasked and resourced to do, Kudos to everybody wearing this badge!), but because we’re closest to what customers are actually dealing with day to day. We see how people really use the product. Where they get stuck. What they say they want vs. what they actually need. And sometimes, the reality on the ground just doesn’t make it into a Jira ticket or a roadmap discussion. So, Customer Success ends up filling in the gaps a bit, not officially, not formally, but simply because we’re the ones hearing it first and hearing it most often. It got me thinking: Are CSMs becoming unofficial product contributors without anyone calling it that? And should that be intentional… or is it a sign that we’re blurring roles more than we should? Curious how others see it. Is this a natural evolution of CS, or just something that happens occasionally when teams are stretched? #CustomerSuccess #SaaS #ProductManagement #CSM
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Todd Fitzgibbon
Most product marketing problems aren’t messaging problems. They’re decision problems. When teams can’t decide who they’re for, what matters most, or what tradeoffs they’re willing to make, messaging becomes the scapegoat. Servant leadership in PMM doesn’t mean saying yes to everything. It means creating clarity so others can execute with confidence—even when the answer is no. Clarity is the service. Where have you seen indecision masquerade as a “messaging issue”? #ProductMarketing #ServantLeadership
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