Siddharth Saoji 
Scene: A shared Google Doc, buzzing with the asynchronous clatter of two Product Managers, Alice and Bob, collaborating on a blog post.
Alice: Okay, Bob, let’s tackle this “PMs as Power Users” post. I think we’ve got some strong bones here, based on that… enthusiastic brain dump we got. 😉
Bob: “Enthusiastic” is one word for it! But I agree, the core idea is gold. It’s something I’ve been thinking about a lot lately. Let’s structure this. I’ll start with a draft intro, you jump in with thoughts.
(Bob types, Alice watches the cursor fly across the screen)
The Untapped Power of the PM User: Why Feedback Isn’t Enough
As Product Managers, we’re obsessed with data. We pour over user feedback surveys, A/B test results, and usage metrics like they’re ancient scrolls holding the secrets of the universe. But there’s a source of insight that often goes untapped, a wellspring of product intuition that can make the difference between “good” and “game-changing.” That source? Being a genuine, regular user of your own product.
Alice: Love the intro! Let’s hit them hard with the B2B angle next. It’s the less obvious one, but potentially the most impactful.
(Alice adds a section)
B2B: Building a Business Within a Business
For B2B PMs, the challenge is amplified. You’re not just building a product; you’re building a tool that enables other businesses. How can you truly understand the nuances of your user’s workflow, their pain points, their moments of delight (or frustration), if you’re not living it?
The solution? Your company should be actively using the product in a real-world, revenue-generating way. Build a business unit, a service, something that relies on your product as its core infrastructure. This isn’t about dogfooding for the sake of it; it’s about creating a feedback loop that’s grounded in real stakes and tangible outcomes.
Bob: Yes! This is where the “intuition” piece really comes into play. It’s not just about finding bugs. It’s about…
(Bob types furiously)
Beyond Feedback: The Rise of Product Intuition (or Product Sense)
Feedback is valuable. Metrics are crucial. But neither can fully replace the deep, visceral understanding that comes from relying on your product to achieve a real business objective. This is what some call “product sense,” but let’s call a spade a spade: It’s intuition born from experience.
Think of it like this: you can read all the parenting books in the world, but nothing truly prepares you for the reality of raising a child. Similarly, you can study user data until your eyes bleed, but nothing replaces the “aha!” moments that come from using your product in the trenches, day in and day out.
This is not the same as occasional use of the product for adhoc demos or tasks.
Alice: Perfect! Now let’s bring in that Arvind example – it’s such a clear illustration.
(Alice inserts a paragraph)
The Perplexity Example: Leading by Using
Arvind Srinivas, CEO of Perplexity, a company building a conversational AI answer engine, offers a compelling example. He has said in an interview that he provides feedback to his team as a regular, engaged user of Perplexity. It’s about sharing the insights that only emerge from consistent, real-world usage. That the feedback comes from the CEO adds more to the perception, but the value is that the feedback is from an authentic user.
Bob: And let’s tie it back to the “learning by doing” principle. It’s a classic for a reason!
(Bob adds a section)
Learning by Doing: The PM Edition
The concept of “learning by doing” is fundamental to human development. We learn to walk by stumbling, to ride a bike by falling, to cook by (occasionally) burning dinner. The same principle applies to product development. You can’t truly learn your product until you’re actively doing things with it, pushing its boundaries, and experiencing its limitations firsthand.
Alice: Okay, last point – let’s bring in the AI angle. This is the future, after all.
(Alice types)
The AI Imperative: Intuition in the Age of Automation
As AI continues to automate many of the routine tasks of product management, the need for deep product intuition will only become more critical. PMs who can leverage this “sixth sense” will be the ones who can truly differentiate their products, anticipate user needs, and build experiences that resonate on a deeper level.
The tasks that can be automated, like the ones related to gathering and simple interpretation of data, or even creating simple reports of users feedback, are becoming easier. What makes the difference is the capacity to build the intuition.
Bob: Love it! I think we’ve got a solid piece here. What do you think – ready to ship? 😉
Alice: Ship it! Let’s get this out there and see what kind of discussions it sparks. I bet we’ll get some good… feedback.
(Both laugh, the sound echoing in the virtual space of their shared document.)