DocsCorp Senior Product Manager
VMware vSphere 5Install, Configure and Manage VMware vSphere 5, VCP-5
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How did you get to where you are today? What is your story? What incidents and experiences shaped your career path?

Summarized By: Jeff Musk on Fri Oct 16 2020
all right. I started learning computer science after, um, realizing that I don't wanna be a physicist because it involved way too much month. I started work while I was still in unions. Q A. And I think one of the things that shaped a lot of my career was actually, um, while I was studying and working towards becoming a software engineer actually got the opportunity to be a resource engineer for a few months for the company I was working on, um, they shipped me to the United States to their Silicon Valley office because the guy they had their left and told me, Okay, you need to take care of our clients now. And I think that really exposed me to the business and let me see a lot more than just software engineering. So when I got back, I got into software engineering, spent a few is there and then decided that I actually missed that client interaction, and I want to become more and more so. I spent a few years doing, uh, what you might call technical crm. So somewhere between technical support and customer relations management, um, and then move to becoming a product manager, which is where I am today, which I love very much because I get to do a lot of everything. I get to talk to engineers about code and algorithms and designing software, and I get to talk to sales and marketing about, uh, how to actually position the product in the market and how to sell it and what product problem it solves to the and users and how it makes your life easier. And I get to talk to the actual end users and customers about the problems that we're facing and, um, how their interaction and experiences on how to make their life better.

What responsibilities and decisions does one handle in a job like yours? What are the top three priorities? What are weekly work hours like?

Summarized By: Jeff Musk on Fri Oct 16 2020
all right, Um, product managers, like I said, have a bit of a mixed bag on sometimes. And there are a lot of different kinds of product managers. But in general, um, you look at the market and you look at the product that you're delivering to the market to solve a solution and your charting your road map of how to best addressed it. Some are focused more on the marketing side. Some are focused more on the technical side, Um, sometimes the distinction between product marketing manager and versus product owner in the terminology. But it all all comes under this product management umbrella, and the idea is again that I see a problem now. Then I see a problem coming, and I see problems that the customers are telling me about and problems that they're not telling me about. And I see what resources and technologies are available and what we can do about it and how we think we can address the problem for the largest customer segments or largest market segments, and I try to resolve it both in a tactical short term. For example, you know we have a key customer that needs this problem fixed right now, eh? So the company can get the deal and keep going. And we have, ah, three year map going out to features that, uh, we know that we want to address, even though the customers may not know that this solution is going to be good for them. But we wanna work long term on good things. So balancing all those forces balancing the resources have with what I need to deliver both short and long term. I guess that's the That's the thing that's crucial and the most exciting about this us. Um, I Okay, I'll start with this one. I live in Australia. Ah, companies, Australian. Half our, uh, but 20% of our customers. Australians 40% in the European Union and 40% in the U. S. A lot, of course, yes. So I have conference calls with our customers and sales people in regional offices anywhere from 7 a.m. to 10 or 11 p.m. Um, on. That was before the whole working from home became the norm. So, uh, for me, working from home was like, Yeah, that's I'm been doing it anyway, So because, you know, going to the office in the middle of the day was often a useless waste of travel time, So, uh, that's it. I do make sure that, you know, I I balance work in life. It's it's quite good in Australia. So sometimes, you know, if I start really earlier, finish early or if I have a late night I said starts a bit later in the morning after or, you know, take a break in the middle of the day to go to the gym or not. So companies are quite flexible here, which is good. Um so my point is that I work the hours that I need to communicate with people because this job is about 90% communication. So it's I communicate with our customers with our cell original says people, and with our engineers spread across time zones here in in Australia as well. Um, but companies think my company understands that, and they're quite flexible. You know, if I need Thio, take a pause in the middle of the afternoon to spend some time with the kids and whatnot. So that's that's all quite well, as for top three priorities, um, I'd say I need to keep a mhm short term roadmap. So I need to understand what my developers are working on right now and making sure that they are working on something that's best utilizes that time. So delivering the solutions of managing the current springs if you work in a agile scrum environment. Um, so we do have a scrum master that does them all day to day things. I look it more from, uh, s about a bit more, uh, strategic. Like what we're trying to deliver in this release and making sure they're on track um, the next is I manage that expertise to manage all the communication, uh, externally authority. So working with marketing and sales just to make sure that they understand what we're building so they can communicate it effectively to the markets on the last 30 is too negotiate with senior management. Um, because obviously that the company has deadlines and bottom lines, and they want everything done yesterday so they could start selling it already. And we need to negotiate. Well, you want those three features done yesterday, but we could do one next week, so you need to decide what's going on. So this constant negotiation and and realignment off what people are working on the events.

What are major challenges and pain points in a job like yours? What approaches are effective in overcoming them? Discussing examples will help students learn better.

Summarized By: Jeff Musk on Fri Oct 16 2020
um, the challenges and pains point is that I manage a product. I don't manage people. Which means, um I know what needs to get done for the product of what I believe needs to get done for the product, for the best outcome. But I don't officially have the saying. Okay, you people start working on this, right? They do have, ah, development line manager that the report to the marketing people have their own managers. So, um, um, an influencer right. I get to hear everybody, especially when they have complaints. People are very open about, you know, complaints. Um, and I need to negotiate and influence them and direct people. Uh, then it's a constant process. It's ah, we set the road up, say, in January for the next three years, um, and and decide what's gonna happen. You know, more specifically the next 3 to 6 months. And by the time those three months of rolled out, we need to reject that and reduce some things and re evaluate other things. So it's a constant process off negotiation and talking out. I don't I have to find compromises quite a lot. Um, and make people, um satisfied or not satisfied and communicate and why we cannot satisfy their requests because, you know, we're started siding. Other requests which, uh, I or the company deems deem are more important than than what they requested. Um, because sometimes, you know, you have people requesting one thing and you saying yes, I consoled it. And yes, it's a big customer, but it will actually change it to a way that will make it worse for a lot of other customers. So in aggregate, Yes, you win one deal, but you will annoy a lot of other customers. So you have to sort of always balance that. And you have to be a very open about communicating it, um, and open, but gentle in in communicated. So I think that's that's the main challenge in pain point, where you have something that, um, you know, is right. But you can't do it because they are complete forces or you get something that you know is wrong. But you still have to do it because you it's a key customers. You absolutely have to close the deal this quarter because, you know, company funds and all that. So I think those are the main challenges, um, approaches effective, you know, becoming them. Uh, after I think of it, like 10 times already. Uh, effective negotiations. This job is 90% communication. Um, and communication is not just talking to people. It's finding multiple ways off delivering the message. So for me to deliver a roadmap like, uh, I dio I do graphs that sort of, you know, just illustrate the program. I do documents that explains those what those pictures on the graph means in details. And I do technical specifications that further and break down into, um into task the developers can build. I had to build presentations based on them that are, and that's marketing and or rather aimed at salespeople delivering them to to end customers I work with with our marketing department to build those I deliver presentations that deliver those documents or anything. I talked to people constantly over teams of a chatter or anything. So being an effective communicator, not just it's not just about having good English, but having the capacity to both understand what someone is saying and being able to validate that you understand them, understood them correctly, and then being able to deliver back a message that you want them to hear effectively. Um, because finding the way people will hear the message well, actually into actually take it on is different to just, you know, checking a blob of Texas them. So, um, then, uh, if you want a specific example, um, right now, like I said, we're doing a We took, uh, let me put it this way. We I started the product. That and building on that everything about eight years ago, it went through three major generational lips. We're now doing that. The third one, which involves taking on artificial intelligence, kept up capabilities into the product. Um so quite quite a big thing for for them for a thing, for product product, family. And to do that effectively, it's It's a big thing. It expands the problem that product addresses and how it addresses is giving a lot more tools, which means we need a lot more components. These are very complex components, and they need to build delivered in an efficient way that can be, uh, sold. We can't just, you know, take three years, close ourselves in this track and build something we have to keep selling while we're doing it. So we have to break it down into things that we can settle on the way. Um, nothing. So, um, I started with drawing a graph that it sort of explains the relationship between the we have a desktop, the server product, the integrates with the champion, a couple of other server products that assist everything. So but, um, Plus, we have a couple of other associate products within within the same family. Um, So I decided to do a graph that says, Okay, these are the components. This is which one talks to each other one and how they interact. And then I draw Ah, sort off dependency graft. A sort of a swim Landgraf that says, this is what we can deliver each quarter roughly. Andi, this is what you will be able to start selling around that time. So you need to prepare for that. And then I wrote a document that explains it. This'll just finished that this week on it goes into detail. This release that we just deliver now does that next with um supporting it in in Citrix environments will do that. And with connecting server um, to that capability that will be next. So these are the steps, and you have to build them in a certain order because you need this component in order to deliver that component etcetera. After that, I'll have been working with my developers post explaining that vision, um, and getting architectural proposals from them and giving feedback to the on those architectural proposals and making sure that, you know, they don't go down a rabbit hole off building a glorious thing. That looks great, but nobody needs, um And then I will work with marketing about, um, sort of building up those presentation to customers that they can deliver both, uh, because when customers buy, they don't just by what's available now they're also buying to the vision that the company provides them. They know that if they sign you know something and going to all the trouble of implementing your product, you will be there, you know, three years from now, addressing their needs. So ah, sales guys, when they sell, they need to explain that road markets explain where we're going. So I need to, uh, explain to them what's coming when it's coming so they can have a chat with those customers and convince them that we know what we're doing. We know what we're building on, so I guess that's that's a good example off what I'm doing right now.

What tools (software programs, frameworks, models, algorithms, languages) are typically used in a role like yours?

Summarized By: Jeff Musk on Fri Oct 16 2020
back when I was a software programmer, someone asked me, What's my favorite UML toe? Uh, then I told him a whiteboard. It looked at me funny like Look, um, Alice to explain ideas, right? If I can scribble it on the white world when we talk and you understand and we both understand that that's it does the job, right? We don't need a sophisticated class diagram or anything because or sophisticated tools to do it, because you spend more time doing the diagram than actually doing the code. Um, I use a diagramming tool. I used video or now using Draw io, which is just a free Rachel, which is quite decent. I use words, Max of the word quite a lot. Any, you know, Text Editor will do it, um, models, algorithms, languages in terms off technical things. I usually live to my developers to find the best solution, uh, participate in the discussion and we'll evaluate the technologies together, Um, saying on this, this technology might, you know, because in the short term, but not in the long term, which maybe good now or not, depending on what we need. Uh, this has these drawbacks of those drawbacks self choosing. But I live. The actual technology is to my to my developers.

What are the job titles of people who someone in your role routinely works with, within and outside of the organization? What approaches are effective in working with them?

Summarized By: Jeff Musk on Fri Oct 16 2020
Okay, So inside the organizations, I worked with my, um, developers, So I have developer team leads, uh, development managers of scram masters on guy work with individual developers themselves. Uh um, quite open. I always tell them if you have the questions that come to me, make sure that, you know, uh, if you're not sure about the requirements or if you encounter a problem, come to me and then we'll hash it out. Um, I work, uh, with the VP of product management and the city. Oh, um, to make sure that, um, the product that on building is aligned with the rest of what the company is doing work with the global sales manager in, uh, aggregate feedback from the, uh, the whole sales team and the whole, uh, marketing, because he has the best visibility for that. So, um, I work with the individual or the regional sales managers and the individual sales people. Sometimes when they have a particular customer issue, Um, that so it depends. On what level do I need to communicate again? It was usually the individual cells. People are focused on a particular customer. Particular need sell, communicate with them about that the cell, the cell's managers or the global sales manager, Well, we'll talk about aggregate marketing, so talk about more strategically about what we're building. Um, the CEO and city offices does the same, but across all our products I'm doing it in detail for my own products. We have four product managers doing for different products in the company. Um, and I work with the marketing people again with with a general marketing manager on down to the people who actually build specific, you know, communicates or press releases, um, and presentations in our side organizations. I work with lot with our customers. Um, I wouldn't I don't necessarily work so much with end users. I work mostly with either their I T administrators or there All right, business application administrator. So, um, large companies, when you implement a new products, it's usually not just buying a few licenses office and deploying it on on people's machines. Um, they have someone that actually does the evaluation off competing products, make a business decision based on their organization needs and then implements it within the organization, so tweaks all the configurations to their needs and then does the trade the internal training, etcetera. So I'll work with those people. Quite a lot. Titles vary depending on organization. Um, but yeah, it will be the I T. Administrators who are actually doing the work in the business people who do the application management within the company.

How would you describe your management style? How has it evolved over the years? Can you tell about experiences or books that influenced your management style?

Summarized By: Jeff Musk on Fri Oct 16 2020
um, there are a few styles of product management out there like that's, uh, like product marketing, management process, product ownership, but also different styles of people doing it. Um, and I've been no disrespect. I actually think a company is better off having a mix off those personalities in the team rather than all being the same. I'm off the been there, done that kind off mentality I've been in 90 for over 20 years, have done a variety of roles, like I Like I said in the beginning, Um, I have a lot of expense and I know, you know, looking at the problem, I'll usually estimate what area of code is and how fix it is because I've been there, I've done those things, Um, looking at, ah, customer problem. I'll can tell if it's important or not. On diff, it's important to them or it's based on how they communicate. If it's important for the whole market or other is make it cold. But it's a lot based on experience, right on battle scars and having made the wrong decisions in the past and and learning from them, um, you get the but that's I wouldn't and while I enjoyed it, let's say, Look, I enjoy this kind of interactions and doing that, I wouldn't This is not just the whole of who I am. Then you get the hipster style product management, Um, who do sort off, usually people early on who sort off do it in their spare time as well. Right? Blog's read books on obsessively talk about it in over More Kalata and no other conferences, um, up on the latest tools and fats and all those things. Um, it's a different AL. It's important because it's important to understand what are the things are going in there in the market. I'm not that kind of person, that's all. Um, you have people who arm or outgoing, so they usually tend to be more the marketing side of people home or, like, really development focus and get really Chyron customers. So they tend to be more product owner. The more technical, Um, I define myself as a high functioning geek, so I can I can get out, but I don't And I confection quite well when I put on a certain time talk to customers. So, um so, yeah, you get a lot of different personalities and people approach it up differently and to provide different things. Which is why I think that, you know, if you're not just the product manager but ahead of product, Team City or whatever the company cause it, you actually need the mics off personalities to complement things. Some people thio, try and dragged organization kicking, screaming into the future and some people who have been there and done that. And no, sometimes what's best just by looking at it, they'd have to experience in terms off books and throw. Um, I skim through articles and books. Occasionally, I wouldn't say everyone was any specific book that particular jumps to mind, soBut perhaps the there was physical progress. Pragmatic, um, programmatic programming. The expanded, pragmatic product management and product owner, etcetera. Um uh, those books I remember quite fondly again, I wouldn't. They were definitely on the hips of style, but I think that they were quite good. Um, I haven't look at them in years, though, so

How do you manage conflicts within and across teams? How do you promote trust, openness and a healthy work culture? Sharing stories will greatly help.

Summarized By: Jeff Musk on Fri Oct 16 2020
Okay, um, if you want people to be open and trusting, you have to be open and trusting. Uh, that's that's probably first off any communication. Um, I always believe in educating people, and I try to explain them. So if someone comes to me with a problem, I don't just give them the black magic solution that try to explain to them why that solution works. Um, what's good about it? What's weird about it? What's the root cause? And you know when and where it might be fixed or not. Um, so I'm trying to be quite open about it and then return people. Then trust me that, uh, I know what I'm doing on. That's if I tell them. No, I have a good reason behind it. Um oh, if if you know, I told them it'll be ready next month, and it takes, you know, and it's get delayed. And again, they trust me that there was a decent reason why things were delayed or whatnot. Um, in terms of conflicts within and across teens, um, quite lucky. Doesn't work for a good company with a very good work culture. Um, which is, um, unless you're one of those people who specifically trying to rise to a C level executive and plan to do it by changing job every two years. Um, which is a valid Kariba. But it's not for most people. It's it's just not something that they're gonna dio. Um, it takes a particular style of dedication to go That, um, finding a good companies with a good workshop work culture that you identify with his is very important. If you find it, stay there. Um, how to manage conflicts, um, again, communication, open communication. So, um, either, you know, if it's personalities addressing those and finding keep trying different ways to communicate on Ben, make people, you know, play nice in the sandbox if it's a cross teams. And again, um, whether it's personalities or whether it's other things Uh, yeah, just the listen well to what the problem is. Understand what the problems with you understand people's frustrations and make sure that everyone understands the other guys frustrations and acknowledges them, and they are able thio address as much as they can. Um, sometimes you can't. Sometimes people are frustrated. You cannot answer discussion because just one of the reasons but at least explain to them why you can't you understand the pain that you would like to help them? Um, this is why you cannot do it right now. Um, that that helps, I guess a zoo, much as you can that keeps that keeps that healthy world culture and the openness and everything. Good. Um, yeah. Sharing stories. Well, there was a Yeah, there was a particular feature that, um, that our our U S customers asked for. Ah, it wasn't asked for by European customers or And your customers. Um, well, there were 22 things that they wanted. Um, one is I initially did not see the value off in it, but keep your pocket asking for that feature. Um, So I try to understand Why would people wanted feature? Because it makes no sense to me. Um, So I talked with a few customers and understands that again, because I again I talked to the people, not the end users, but to the people who talked to the end users. I understood what pains they're feeling on. And we accepted that this is the pain that would solve. We're coming. Um, it literally shaved two seconds off a process off a desktop process next. But their point was that it's the senior partners in law firms, you know, the people making a quarter of a million base salary in a million dollars in bonuses for one off the US top 100 law firms. Um, and they get really pissed when they have to wait two seconds, and they make everybody else lives around the miserable if they have the rate of 62 seconds, Um, and when you do those and it's maybe only two seconds, but it happens to them and, uh, secretaries and existence and everyone else you know, 10 times a day or 10 times an hour. Then it aggregates helps. It's okay, you know, Let's do it and let's address of it. It seems like trivial. It's only like, you know, a second or two that it you'll save, but those second or two change the perception off the product and change how people feel about it. And, uh, so, yeah, it's not a great deal, but it's changing. So it changes the way I thought about it, and how was able Thio built. The other thing was a feature that again the U. S market wanted. Nobody else did. Um, and I actually agreed with them that it's critical to have it, but he was a lot off effort to develop on. We kept telling them, yes, well started as soon as we can assume, as we don't have anything else and every quarter when we have the management conference. Um, was it all the senior management? You know, the global sales manager, the regional sense manager, the heads off R and D CEO CEO then asked for each of our product. Andi said, Well, you know, it's looking across the board at all our markets and everything else that we have to do. It's it's in very important, but just not at the top right now. So we can't do it right now. Um, and that dragged on for three years, and I've been, you know, and I would say Yes. Look, it's it's very important, and I want to solve it because it is quite critical to the U. S market. It's not letting us grow in the U. S. Market. And I said, Well, we still have other things that we need to do first, right now, too stabilize first. So it took about three years until we got to go ahead to start building it. Um, so, yeah, that thought was an example off the pain points that we talked about earlier or something that you recognize, But you can't. And it's an example of how to you promote trust and openness because you communicate this with people, you expected them. Look, I fully understand. I fully support why you need that. I want to build that, Um, but I have to build those things first, because as a company direction, that is just more important right now. Thanks.

How can one get better recognition of work from one's boss and higher management? What mistakes should one avoid? Stories or examples will be quite helpful.

Summarized By: Jeff Musk on Fri Oct 16 2020
um my product is an email data leak product. It protects people from accidentally disclosing information specifically over email. Um, if you open the news, not now. You know, data privacy and everything is, um is very important, right? Uh, an accidental disclosure of people diagnosis is quite a big thing You hear about us weekly? Uh, one of the biggest mistakes you can make is sending an email to the wrong person. And, you know, putting your foot in your mouth and send it to the whole distribution list. And, um, yeah, the mistake you want to avoid is specifically at miss take writing a snappy emails, Uh, especially late at night or when you're feeling angry and not just sending it to one person but accidentally hitting the reply on sending it to everybody. And, um, not so much about data leak, but images the content. That's it. It's just not appropriate. Eso I actually have my products, said Thio alert every single time when I send an email and let me see who I'm sending it to because it forced me to take a second and think about what I'm writing into who are writing it. Um that that has helped that that has happened even to me. When I, you know, sentiments I didn't mean to sent, Uh, that's that's so for my perspective, both of the product that I'm developing and, er for president experience and and in the context off this question about recognition, that's probably a a key. Think, um, my role is about communication, but really, everybody's role, you know, is about communication. If you even if you're a developer and you're given a task and you know that you'll take you two weeks to do it and deal for two weeks, you can put your headphones in and just crunch code. Um, you still need to communicate. You need to communicate. You need to be able to read requirements, which is a form of communication. You need to be able to make sure that you understand, and to make sure that sending to validated by communicating with the personal rotor kwon's, you need to communicate with your team members about what they're doing, You know, to communicate with the key people who will be testing that you want to be able to deliver it because if you add functionality needs able to communicate. People can test it and built and right to associate documentation. So it may not seem like it, but it is. So, um, getting recognition. Um, Boston Higher management is, um yeah, there's truth to things about it. One is you need to understand that it comes in different ways in different styles based on personalities and work out there. So don't put your happiness in the ends of others. Generally good advice for life. Uh, but just also in terms off, getting people to recognize what you're doing, be clear about what you're doing. So communicate clearly, um, validate with what you're doing is the writing. Make sure that you deliver the what you think. Make sure that people understand it, what pains you had to do and what's facing them, and people will recognize people will empathize when you when you're clear about the challenges that you face and overcome. Or, um, people will recognize certain back from a personal perspective. When I get a feedback from from customers, I always positive feedback. I always share it with my team, right. I always make sure that, you know they get praising. And whenever we have a release. And I tried to make sure that everybody, you know, takes a moment to breathe and celebrate and all that, but yeah. Done. Don't expect that. Be clear about you know what you've done. Andi? Um, stick it out.

What skills and qualities do you look for while hiring? What kind of questions do you typically ask from candidates?

Summarized By: Jeff Musk on Fri Oct 16 2020
I believe in hiring the person, not the skill. Um, unless it's like a short term contract, and you need someone to do a specific task for which they need to do the two. I'm looking for someone who will work with the team. Someone, uh, the world, uh, communicate well, Who will play nicely? Who will take on tasks? I will respond well, when we have thio switch things so that the questions I will ask was Okay. You know, uh, if you've been working on someone on something for a month and you got a week to finish it and you suddenly so well, you have to stop and we'll do something else. How do you respond? Given example of how things like that Because, um, she meet someone who's, you know, who is able to accept? Yes, priorities change. And we may not always like them, but we need to address them. That's important. Well, I'll ask questions about how they handle communications and how they handle scrums on how they handle things, because I want to see how people interact. It's more important to get a person that can fit in with the team, and they can build a specific skills that they need to write. I mean, if they know how to program roughly and in the technologies that we're working with, they can learn the specifics off the live with specific, collaborative, specific technology or everything that that we need. Um um, they need it if they're a good program and have experienced with several languages. Speaking of the different languages or different skill is easy for the For the most part, um, I want to see that they play nice and that they cooperative and supportive of 13 members that the sharing knowledge both both in learning and in teaching others off the skills right. I think that's far more important in building a culture that supporting builds together, then hiring someone with a specific skill, but can't for the life of them work with other people because it's just not just doesn't help for anyone

What responsibilities and decisions do you handle? What are the top three priorities and pain points? What strategies are effective in dealing with challenges?

Based on experience at: Author & Publisher, Purple Toga Publications
Summarized By: Jeff Musk on Fri Oct 16 2020
okay. Ah, bit of backgrounds. Um, I started purple toga, uh, when I started writing, so I always loved reading. I always thought I always wanted to see my name in print. I thought it would be something to do after I retire, but very randomly. About five or six years ago, my wife complained that she had I think we'd love to read, and I had this idea in the back of my head for a few years. So after she went to sleep, I started writing and I kept on writing and it ended up being a book. The fantasy novel. But yeah, um, and I've seen reading because it's one off the Yeah, it's It's a creative activity that I enjoy. It's a hobby it doesn't nearly pay The bills faces space for itself off the golf. But, you know, um, but it's it's very much a hobby. But when I when I after I finished it after I finish the laughing the story and has prefer early man escaped and I looked around, I figured out what what the chances are off unknown person off breaking into the publishing and etcetera. It's very hard these days. Um, no, no, nothing impossible. It's just it's a different off. You have to find an agent, uh, sort of rejection. Then you have Thio that agent have to find a publisher with text longer. And there's quite a lot breaking into the big publishers, most of them or the big agent is quite hard. Um, it's not. It's not always about the quality of your writing. It's about finding the right person who believes in your book at the right time where they think they can sell that book. Um, sometimes you find the right place and say, Oh, I love your book, but I think I can sell it. Sorry, it's just not what we believe The market is looking for. More eso It's a lot off. They're not just wasn't interested in doing that. So I looked OK, what about self publishing? Um so okay, you need to self publishing. You need to dio you need to edit a book and produce it with the cover with ah, everything in uploaded to Amazon and, uh, you know, market if I could do that Um so I did it. Onda attracted live properly, So I started preparatory publications for that. Um, and obviously, the first time I didn't really try to badly s I had to go back and do it again. Um, but now I as I used purple toga Azaz, my own publishing company, I publish my books. I publish, um, Eric Cline Thio. Believe you've interview before clear of particular territory. Um, and I'm not actively looking for other people at the moment because I just don't have the time to grow that business. But what I do is I do separate that for my writing. Um, from my writing persona, it's okay if I'm doing a purple everything. I'm doing it as a publisher from a business perspective. So I have working with freelances. It's quite is exists or I have editors. So when I write something, I give the book to my editors. I pay them professional rights, get it back, read all the things that have wrote to me, sit down in the corner and cry and drink myself because gets with them, you know, go back and and try to see why all the comments that I made about my story, that it's not about me, it's about it's about them trying to make the story better and then, you know, learning to work with in order for the processing itself. But that's why I make sure that it's a professional editor who can making me grows and all. But again, I separate. Then I worked with a cover designer. So philosophy, um, for designs, all the covers for things. And then we will I do the book formatting because I spend so much time doing the document, etcetera on part of my product is documented tennis, so I know I know how to do it quite well. Um, and then we show the publications forms on etcetera. Um And then it's the marketing which, despite what anyone will tell you, especially stops that girls nobody knows what makes the best era. Nobody can predict it ahead of time. Um, publishing is a numbers game, so publishers take 10 books that they believe they can sell. Knowing that a few of them will fail. Most of them will be all right. And they're hoping to get one that will be a breakaway and finance everything else. Hope so. It's purely a numbers game on DNO. Buddy can tell you which one of those that books will be like e think jk Rolling put up her rejection as you gotto 230 rejection letters of people who didn't think Harry Potter was good or will sell well, right? Uh, George Martin has been writing and editing and being in the publishing interests, not just as a writer that is an editor as well. For decades before he wrote Game of Thrones. And that was a nice book that, you know, was out there. Didn't really take on until, you know, somebody picked it up to be a show. And then where it's when ballistics, uh, nobody can predict it ahead of time. What will be a want to be the best? Um, which means your for me. When I write, I do it as a hobby to satisfy the main audience, which is me. I'm telling the stories that I want to make. But after that, as publisher in purple toga, I try to make the best of it that I can, um which was I choose my editors carefully to see who can help me, uh, the most, um, in rates that I can still afford right aan den During the, uh, the covers, etcetera and and doing and doing the publication and doing the marketing. Doing what kind of start off marketing up, etcetera, experimenting, doing all those things, I guess. I guess that's how that I treat my hobby is a business. In a way. I do X skills that I learned in my day job to into it. Um, but I don't let it leach out the fun out off out of actually writing a perfect telling the stories that I'd like to thank you are reading.

What college programs did you attend and what were their best parts? How did each of your college programs prepare you for your career?

Summarized By: Jeff Musk on Fri Oct 16 2020
um I did first year in physics, which eyes? Interesting, Because physics changes the way that you think about the world and you think about systems. Um uh, but but by half of it here, I understood that I will not be a physicist because way too much math and what I want to spend the rest of my life doing s I switched the computer science I chose, Um, not fairly new back then. Could be nineties. Um, not computer science is part of university, which was mostly the theoretical mathematical stuff, but, um, in a college that did focused on software engineering and there's a bloody big difference between computer science and software engineering, um, they had a goods program that prepared people to the rial worlds and what they will actually need to do. So, um, and then you focused left on the theoretical algorithmic site and more on the practical side. Um, yeah, which was good, because it exposed me to different things. Um, I quite enjoyed it. Um, again, I ended up not being a software programmer, but at least having done that. And having spent a few years off the programmer ion, I understand quite well how computers work, how programming works are programmers think, Andi, I can communicate with them effectively, which is an integral part of what I'm doing today. So being able Thio, talk to developers, um called the bullshit sometimes, um, who help them brainstorm. Other times is just so much of what I do is it's so important.

What three life lessons have you learned over your career? If any, please also discuss your experiences facing adversity, or trying something unusual.

Summarized By: Jeff Musk on Fri Oct 16 2020
since, um, one is like I said, if you find a company that's got a good, supportive work culture, it's probably more important than anything else. Um, working in places that didn't have that I was miserable and working in places that had a good and supportive culture is, um, sometimes more important than the actual job. Andi. I think it's actually important to a lot of people who don't realize that quite as much people sometimes stay in the job because even though the work environment is toxic, they don't realize that. And they don't realize that they, yeah, need to and that they can change. They think, Oh, there's nothing out there. Nobody will take its like, No, it's sometimes the work environment that its stock they could make you think that way It's not, um, right. Some people are destined to become, you know, C level executives. Those people do tend to jump more between companies as they grow. You get one off. Those who are 100 other people in those 99 other people really do need to stable work environment, so I guess that's that's more important. I've learned how Thio deal with frustrations You know, uh, how to event constructively. Uh, two colleagues and friends. How thio make something out of it. How to resolve conflicts a bit more constructively. ITT's again. It it's battle scars and learning how to deal with those things by on, Yes, you get frustrated so vented out in a safe place and then take a deep breath and then move on and find out how you can move on on deal with it, sonothing particular, Um e I grew up in Israel on Guy moved to Australia when I was in my 30 just and been here for, uh, almost 20 years now. And the trailer is an immigrant country. So the very, um, open about, um, accepting people, different people of different backgrounds and things like that. So the difference in the big cities exit, etcetera So on definitely in the i t industry, which is the worst in itself. Um, I haven't had to face any a specific adversity of based on being from Israel or anything like that. Um e think, actually, have. Most of my team is in the for the Middle East. Finally enough if it always trailing. So once from Lebanon, once from Egypt and once British. But he spent, like but a decade in Saudi Arabia. Um, and and our developments from all over the world, um, both immigrants into Sydney. And just when we have development centers all over the world, um, I don't think it's a good company right now. The director also haven't have to face that. I haven't had to face it in other companies. Direction Australia. That's why I say find find a good company that accepts you for who you are. Ah, because you don't want to change who you are, just for the sake of a company that need you to do a job.

What starting job (after internship) would you recommend to students who hope to grow professionally like you? What other parting advice, dos, and don'ts would you give?

Summarized By: Jeff Musk on Fri Oct 16 2020
um, nobody starts the product manager. Um, you have to have a bit of experience before you can become a product manager. Its's, um uh, some stuff that you can learn in union or a graduate program. An intern to become product manager, Um, you can become an associate product manager like a junior one if you have a little bit of experience in doing something else, but not not directly. Um, so if you find that kind off instruction, you do need to get experience in for me, it's in 90. So I'm software, but, um, the other product marches on. I've known people come from lots and very different backgrounds into this. Some came from myself from becoming programa. Other came from being cute people. Some came from, uh, marketing back on those cells, um, back on to then manage pro products. Um, so find out what excites you. Um, and what do you think he will love doing and passionate about doing? Don't worry so much about the money. Or, uh, how much money you will be making now or how much money you'll be making in 10 years. Um, you don't want to spend 10 years doing something because you might make more money but be miserable. And after 10 years, find that you actually do make a decent amount of money. But you hate it so much. I find something that you're passionate about that you enjoy doing that appeals to you and be brave and go ahead and seek that doing that. And if you find out that's not the right thing, it's not what you expected it. Don't be afraid to change it, you know, three years down the track, five years down the track, 20 years down the track, all right. Ah, people mature and things change. Um, so when you start a job, try and figure out what really excites you and go for that. Go choose your passion because that will influence everything that you do. If you do something because its job and it's a 9 to 5 and you know you think it'll earn your money, you will be mediocre about it because you will not be that motivated, and people will feel it, and you will not be advancing. Whether if you do something because you're passionate, people will recognize it, and you will get more opportunities and you will be enjoying yourself on the way. Life is a journey. Life is not a destination, right? We all end up in the same place. So might as well. How did you? All right, so