What if the most important feedback about your role as a product leader is the one thing your CEO will never say? In this talk, Noa Ganot reveals the raw, unfiltered truth she’s heard directly from dozens of CEOs - what they really expect from their product leaders but don’t say out loud. From business thinking to true ownership, from strategy to execution—this is your chance to hear the CEO’s perspective that rarely makes it into the room.  

 In today's rapidly evolving tech landscape, businesses must continuously adapt to stay competitive. My session, "Sapiens Journey to a Platform Offering," will provide an insightful look into how Sapiens transitioned to a unified SaaS platform. We'll explore considerations leading us to the multi-tenant and multi-silo approaches balancing our customer independence with the benefits of a centralized, cloud-based system. Attendees will also gain an understanding of the pros and cons of various pricing models, including company-level and persona-based usage pricing, tailored to specific user roles such as Agents, Sales resources, Underwriters, Backoffice personnel, and claim handlers.

 This presentation will delve into the collaborative efforts required to develop a strong value proposition for our platform, highlighting the importance of customer design partners and industry experts. I'll share key takeaways for product owners, emphasizing the need for effective communication, strong stakeholder interaction, and a well-groomed platform-level backlog. By the end of the session, participants will have practical insights into the process of fostering a platform level holistic view and creating better alignment with the platform's value.

After shutting down my startup—while live-tweeting the whole rollercoaster to tens of thousands on Twitter —I found myself leading Viber’s new dating app from scratch. Same goal: build fast, launch faster. Very different playground: a global company with 200M+ monthly users and a love for two-week sprints.

This talk is a crash course in sneaking startup tactics into a big company. How to ship an MVP before anyone notices, when to push forward like a founder, and when to accept that—yes—legal will need three weeks to approve a push notification. If you’ve ever tried to move fast in a place built for moving… medium, this one’s for you.

As Product Managers, we carefully craft and prioritize features, ensuring every slice of the product is well-baked. But do we stop to ask—are we serving it the right way? Do the teams interacting with customers truly understand its value and know how to position it?

As our product and company grew, I realized that without actively marketing our product internally—just as we do externally—our success would remain only on paper:

• Sales teams wouldn’t know how to explain new features
•  CSMs wouldn’t be able to drive adoption
•  A poorly communicated launch is almost like a launch that never happened

How Do We Slice Product Marketing the Right Way?

To bridge this gap in our team, we built a structured framework—release notes, sales enablement materials, user guides, demos, marketing messaging, and more. As our product scaled, we realized -
Product Marketing is not just a topping—it’s baked into the very foundation of product success! it’s a mindset that must be embedded into the daily work of every Product team!

It’s not a final step—it’s an ongoing process!

Join me to discover how to slice product marketing into every stage of development, ensuring that every new feature becomes a true success in the field.

When I joined the company as the first product manager, I discovered a product that was well-established, loved, and respected in the market. However, competition was growing stronger. Large competitors began eating into our market share, taking deals we were certain we would win.

 I realized that if we wanted to stay in the game, being good wasn’t enough - we had to be different. But how do you define a unique product strategy in a market full of competitors? I searched for answers, read countless articles, but nothing felt practical enough.

 Then, after a long search, I came across the Differentiation Canvas model. That was the moment everything became clear. The model provided a systematic way to take insights from users and competitor research and turn them into a clear, sharp strategy.

 I didn’t work alone. I brought the sales director into the process, and together we dove deep. We uncovered unexpected insights, refined our understanding, and created a clear picture of how we could differentiate our product in the market.

 Presenting the strategy to the leadership team was a defining moment. Not only did they approve it - they were excited. It wasn’t just a strategy; it was a new way of looking at the product and the market. More than that, it was the turning point we needed to get back to winning.

As products evolve, success isn’t just about adding new features—it’s also about knowing when to retire those that no longer serve their purpose. In this talk, Roni will share real-world experiences from Craft.io on the delicate art of killing a feature. Often built with the intent to help users, some features eventually see minimal usage or lose relevance due to market evolution and emerging alternatives. Maintaining these outdated features not only clutters the product, complicates the user experience, and distorts your product story, but also adds hidden costs in terms of ongoing maintenance and increased development complexity.

Roni will discuss the multifaceted challenges involved in this process—from the technical and financial implications to the emotional and operational difficulties of communicating change to customers. Removing a feature, particularly one that holds user-generated data, demands careful planning, empathetic communication, and a well-managed migration strategy to ensure that customers are not left without value. In this session, Roni will share the lessons they learned at Craft.io, including both their successes and failures, and offer actionable frameworks to help you decide when to sunset a feature and how to do it effectively.

In the last year or so, I have been hard at work as a product manager on one of the most high profile AI chat apps in the world. I won't lie, mistakes were made.
Just my favorite example: we completely ignored explainability, and could not give answers to users on why the chat decided to offer a surprising solution. It worked! but users did not like it (or trusted it for that matter). 

Building chat products require a whole new level of trust building with your user.
In this session, I'll show how to avoid the most common blunders when building your LLM-based chat product. 

Relevant for product managers, entrepreneurs and people who make mistakes. 

I was a new product manager at Fiverr, responsible for the post-order user journey. This meant working with users after they made a purchase, focusing on their communication and delivery. The main KPI was retention, which, unsurprisingly, was highly correlated with user satisfaction.

Initially, the team focused on improving satisfaction by reacting to bad experiences. We put a lot of effort into identifying and approaching users who had bad experiences, hoping to turn their dissatisfaction into a positive one. This seemed like a clear and effective approach, especially because retention was our primary metric.

We also invented a whole new KPI that the whole company was focused on: “Missed orders”. (And the goal was to reduce it)

I was deeply invested in this strategy and proud of the vision and the KPI I had created. However, after several tests in my ownership area that yielded little impact, I realized that we had missed a critical aspect of the process. Through conversations, including with my husband who is an MD, I realized that our focus on fixing bad experiences was only part of the solution. The real breakthrough came when we recognized that prevention is the best medicine. Instead of investing energy into solving problems after they occurred, we needed to focus on preventing them in the first place.

How Product Managers can find new ways to grow their business by applying its core benefits to different groups of users/audiences/markets.

A practica method for understanding new users, creating the right product for them, and scaling operations to support a larger audience and new business motions.

Takeaways

1.       Communicate the risk and the potential to management: Make sure leadership understands the potential risks (taking resources to explore new biz while investing less in the existing customers) and paint a clear picture of what success could look like.

2.       Tech effort vs real value: When figuring out what to show new users first, nail down what's valuable and not a huge headache to build. Showing users the magic (value) without breaking the bank early on.

3.       How to go to market: Think and plan through how you'll handle a flood of new sign-ups with a free trial – it's a whole different ballgame than those small, hand-held demos we used to do. Get marketing and the back office ready for a much bigger scale.

Most product advice starts too late. It assumes you’re already building — running sprints, prioritizing features, shipping MVPs. But in risk-averse, high-trust industries, the real unlock happens earlier: finding business-market fit.

In this talk, I’ll share how we built a fast-growing product in the legal services space — not by launching quickly, but by moving fast without product. We scaled operations manually with people, scrappy tools, and zero code, all while deeply learning what clients truly valued, and what professionals (Attorneys) needed to get motivated, adopt new ways of working, and see how their time and expertise could be repurposed—not replaced—through a different model of delivering their service.

We nearly invested in multiple “innovative” product ideas that felt right — ideas grounded in strong product instincts from well-known tech companies. But those instincts didn’t map to a legacy industry with deeply ingrained habits and emotional drivers. Only through operational experimentation, business model validation, and trust-building did we earn the clarity and momentum to build something scalable.

 This talk is about:

· How to move fast without product to validate your business and market

· Why product sense alone can mislead you in legacy or high-friction industries

· What to get right in the business-market phase so you're prepared for product-led growth

· How to manage the tricky transition from ops-led success to a scalable, product-first org -> without breaking what worked or losing your team

 Whether you’re building in a traditional market or struggling to scale past early traction, you’ll leave with a new lens for sequencing product strategy, and a practical framework for unlocking growth in the toughest environments.

One of the greatest challenges facing any growing company is how to structure the product team to deliver exceptional products and maximize key performance indicators (KPIs).
Issues such as fragmented customer experiences, low adoption rates, and endless debates over ownership often signal a suboptimal product team structure.
In this presentation, we will introduce a set of guidelines and decision criteria designed to help you build an effective product team structure and make informed organizational decisions.

Great product ideas don’t sell themselves—product managers do. Securing internal buy-in is a crucial yet often overlooked skill that determines whether your vision makes it from roadmap to reality.

Join Shefa Weinstein, a seasoned PM with 18 years of experience—including five at Gong—where she’s helped shape products in a fast-scaling environment. Shefa will break down the key stages of internal advocacy: convincing leadership to invest in your ideas, inspiring developers and designers to rally behind your vision, and ensuring GTM teams are equipped to champion your product in the market.

Through real-world examples from Gong she will share practical strategies for tailoring your message to different stakeholders, addressing their unique concerns, and fostering alignment across teams.

Walk away with actionable techniques to sharpen your internal pitch, build momentum for your ideas, and drive meaningful impact within your organization.

In this talk, I’ll share one of the most challenging experiences I faced as a Product Manager at Radware: leading the migration from multiple legacy portals to a single Cloud Management Platform. While the project sounded technical on paper, the real challenge was human - overcoming the deep resistance from both customers and internal teams who were emotionally attached to familiar systems.

What makes this story unique is its focus on the emotional side of product change - the invisible forces of habit, internal inertia, and the fear of letting go. I’ll share real, hard-earned lessons from the field on how to navigate product grief, drive real adoption, and shift behavior - not with slogans or messaging, but through smart defaults, stakeholder alignment, and empathy-led strategy.

If you've ever tried to replace an old product or drive change in a resistant environment - I hope this lecture will give you tools you can apply tomorrow morning.

 The technological landscape is changing every day with exponential breakthroughs in AI. The distance between technology and the legacy industries it is trying to improve is growing larger and larger. My talk will tell my personal story of bringing a true AI product to one of the most legacy of industries - the airline industry. I will talk about the challenges such a legacy industry brings, how defining what your product is in the world of AI is challenging, both externally and internally, and how going back to the basics of product management allowed me to transform Fetcherr from a project company into a true AI product company. The main takeaways from my talk are (subject to change of course)
1. Go back to basics - ask the questions of Who? What? and Why?, you may be surprised by the answer
2. When the technology and the industry don't mix - focus on the pain you are solving, that is always universal
3. Don't forget the internal aspect - convincing stakeholders of what the product is may prove more difficult than convincing the customers.