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Top 10 Product Management, Design & UX Podcasts of 2026
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All latest episodesDesign Better28 min
Blaine Billingsley: OpenAI designer on the collaboration problem AI hasn't solved yet, and why the best way to have influence is to be influenced
Blaine Billingsley is a staff designer at OpenAI, and his path there was anything but a straight line. He studied music composition and comparative religion, played guitar in Texas for a living (he remembers checking his bank account, seeing seven dollars, and feeling pumped), then drove to San Francisco and took a data entry job at a startup. This is a preview of a premium episode. From there he went on to companies big and small, including a long run on Gmail. Blaine has an allergy to corporate jargon that we found interesting. He’s known amongst his colleagues for rewriting product specs to get absolute clarity on a project, and for raising his hand in meetings to ask, “what do we really mean by ‘create a command center for work’”. We talk about why a design principle only helps if you could reasonably disagree with it, and his counterintuitive advice for working with a pushy PM: the best way to have influence is to be influenced. Then we get into how design actually works inside OpenAI. Blaine walks us through what goes into an eval, and the product design plugin he built with one engineer, whose biggest fans turned out to be the PMs and engineers who were starved for a design partner. Bio Blaine Billingsley is a member of the design staff at OpenAI, where he works on making ChatGPT a daily tool for designers and built a product design plugin focused on translation workflows like image-to-code. Before OpenAI, he was a Product Design Architect at Slack and a Staff Experience Designer at YouTube, and earlier held design roles at Airbnb, where he created a system of Host Guides, and Google, where he worked on Inbox by Gmail. He was also the sole designer at Pattern Technologies, an AI-powered sales startup acquired by Workday. Blaine studied music composition and comparative religion, played guitar professionally in Texas, and got his start in tech doing data entry at a San Francisco startup. He's known for his allergy to jargon, his love of a clear process, and his belief that a designer's job is to represent the user. Books & links mentioned Show notes Blaine Billingsley blaineb Blaine Billingsley — Design Mentor @blaineranium The Systems Bible The OpenAI Product Design Plugin Mid-air Thief Vargamae: Volume I of the Truth and Justice Pentalogy Premium Episodes on Design Better This is a premium episode on Design Better. We release two premium episodes per month, along with two free episodes for everyone. New premium subscriber benefit: Weekly Portfolio Club calls this summer helped our paid subscribers build portfolios that land great jobs. Experts joined us weekly to provide feedback, and we compiled lessons from each session into a portfolio design guide. We’ve launched a private Slack workspace… join now to connect with designers, product leaders & creative practitioners in our community. And get a behind-the-scenes pass to every episode with The Roundup , where each week we bring you insights and actionable tactics from recent episodes. Premium subscribers get access to the documentary Design Disruptors and our growing library of books . You’ll also get access to our monthly AMAs with former guests , ad-free episodes, discounts and early access to workshops , and our monthly newsletter The Brief that compiles salient insights, quotes, readings, and creative processes uncovered in the show. And subscribers at the annual level now get access to the Design Better Toolkit , which gets you major discounts and free access to tools and courses that will help you unlock new skills, make your workflow more efficient, and take your creativity further. Upgrade to paid Learn more about your ad choices.
Dive Club 🤿52 min
Geoff Teehan - Navigating change as a designer
This week's episode is with Geoff Teehan —co-founder of the legendary design agency Teehan+Lax, longtime design leader at Facebook, and now Chief Design Officer at Lightspark. Some highlights: How Geoff has navigated multiple cycles of change What the “parking spot” phase of software looks like Why Geoff plans to only hire 4 designers at Lightspark The design backstory behind Geoff’s viral Dialed game How Geoff brings consumer principles into enterprise design ＋ a lot more
Product Talk42 min
The Conviction Bet No Customer Asked For and How Asana's CPO Builds the Case for One
Arnab Bose is the Chief Product Officer at Asana and one of the most outcome-oriented product leaders in the industry. Before Asana, he spent nearly six years as CPO of the Okta platform, where he led product strategy across identity and security. He joined Asana in September 2025, stepping into a company mid-transformation: the collaborative work management category must reinvent itself from a tool for organizing human work into an orchestration layer for humans and AI agents working side by side. In this episode of the CPO Rising series, Products That Count Resident Chief Product Officer Renee Niemi sits down with Arnab to talk about the one principle that has defined his career, what it actually looks like to build and defend a conviction bet when no customer has asked for it yet, and why the era of being lauded for shipping your roadmap is officially over. What you'll learn: The secret operating principle Arnab says separates good CPOs from exceptional ones, and why almost everyone claims to follow it but almost no one actually enforces it How he built the business and technical case for continuous authentication at Okta before any customer asked for it, and what would have gone wrong if he had not Why the largest product opportunities are almost never customer-requested, and how to build conviction without customer pull What the CWM industry has to become in the age of AI agents, and why Arnab says the per-seat SaaS model is getting completely upended How the CPO role is shifting from roadmap ownership to revenue and retention accountability The two future archetypes for product orgs: head of R&D with engineering, product, and design reporting in, or CPO with general managers owning real revenue numbers Where AI is actually moving the needle at Asana internally, and what still requires a human being In this episode, we cover: (1:10) Arnab's career from Microsoft to Okta to Asana (3:10) The one operating principle that separates good CPOs from exceptional ones (5:37) How to operationalize outcome-driven thinking across a product org (11:39) The continuous authentication conviction bet at Okta: building the case before customers asked (13:33) How to build technical truth and a financial business case for a net-new market (16:37) What gets missed when commercialization, partners, and sales enablement are afterthoughts (18:38) What AI speeds up and what still requires human judgment (20:39) Why the entire CWM industry must transform from human collaboration to human-AI orchestration (24:06) How CPO accountability has shifted toward revenue and retention outcomes (27:15) The two future archetypes for the product org (29:42) Where AI is actually moving the needle at Asana, and where it isn't yet (33:59) The headwinds Arnab sees in AI adoption, and why buyer ROI isn't matching the hype (37:03) How Asana thinks about build vs. buy vs. partner in an AI-native world Blog and detailed workflow walkthroughs from this episode
The Product Experience35 min
How to fix your product roadmap — Matt Feczko (Director of Product Ops, Ocado Technology)
Matt Feczko is director of product operations at Ocado, the UK grocery technology company whose warehouse robots and delivery automation now run for retailers including Kroger in the US and Coles in Australia. He spent the first half of his career as a customer-facing product manager, starting on SharePoint and Office at Microsoft before moving to the UK to join Skype and then four different startups over six years. A LinkedIn recruiter's typo — dropping a comma from his job title — led him to Ocado three and a half years ago, where his remit has since expanded to cover both product and engineering operations. Talking to host Randy Silver backstage at MTPcon London, he explains how he replaced Ocado's roadmap planning process, rebuilt its Jira taxonomy from scratch, and built a product management skills framework that other functions have since copied without being asked. Key takeaways Ocado's roadmap problem wasn't a lack of roadmaps, it was too many of them, rebuilt by hand every quarter. Before Feczko joined, product teams spent two months of every three-month cycle remaking roadmap slides in Google Slides, with no shared document explaining what the company was building or why, and no way for anyone outside the planning meetings to weigh in. He traced that chaos to a single root cause: an inconsistent Jira taxonomy. Different teams used "epics" to mean different things, some nesting parent epics inside parent epics, so there was no agreed definition of what a feature or an initiative actually was. Feczko fixed the hierarchy first, using Denise Tilles and Melissa Perri's book Product Operations as his reference, before touching the roadmap process at all — his team nicknamed the project the "Jira Revolution". The hard part wasn't designing the new structure, it was getting roughly 3,000 developers to adopt it. Feczko frames that adoption problem as the actual job of product operations: not producing an artefact, but changing how a large organisation works, thinks and describes its own output. Two years on, Ocado has replaced its quarterly roadmap slide decks with an internal app, built on top of Jira data, and Feczko is aiming to run the next planning cycle with zero slides. His team also worked with finance to translate operational metrics — such as items added per basket, or driver deliveries per shift — into the financial value each initiative is expected to produce, so planning conversations use the same language as the business case. To answer a question Ocado's product managers couldn't answer for themselves — what "good" looks like in the role — Feczko built a 12-skill framework across four themes, including execution, influence and strategy. He combined an existing Reforge framework with his CPO's own view of the job and his own 15 years of experience, then spent six months negotiating the exact wording with the wider team before any of it shipped. The skill Feczko insisted on calling "storytelling and evangelising", over his CPO's preferred "effective communication", has become the framework's anchor. His argument: the ability to tell a clear story about a product is itself evidence of every other skill, because it requires command of the data, a defined strategy and the ability to prioritise. The framework's real test came when other functions adopted it unprompted. Engineering, roughly 2,000 people, built its own version, as did design and data — keeping Feczko's four themes but writing skill definitions specific to each craft. That took total usage from around 150 product people to roughly 3,000 across the wider organisation. One skill, product adoption, was added specifically because Ocado's product managers didn't see driving adoption as part of their job — they considered their job done once a feature shipped, and expected the business to work out how to use it. Feczko flags this as a gap worth checking for in any company's own skills work, whatever it ends up being called: he expects most will need their own version, along the lines of "value realisation". Feczko's rule of thumb for when a company needs a dedicated product operations function is somewhere around 30 to 40 product managers, though he says the pressure shows up earlier: even at 10 people split across teams, a cross-functional roadmap with real dependencies is where the gap first becomes visible. Asked what to do first, his advice is to resist fixing everything at once. Product operations, he says, is the "connective tissue" of an organisation: find where there's tension, solve that one problem fully, then move to the next — because switching between half-solved problems just turns the job into whack-a-mole. Take our two-minute survey and help shape where the show goes next! We're refreshing The Product Experience and want your input. Take our two-minute survey and help shape where the show goes next! Our Hosts Lily Smith enjoys working as a consultant product manager with early-stage and growing startups and as a mentor to other product managers. She’s currently Chief Product Officer at BBC Maestro, and has spent 13 years in the tech industry working with startups in the SaaS and mobile space. Randy Silver is a Leadership & Product Coach and Consultant . He gets teams unstuck, helping you to supercharge your results. Randy's held interim CPO and Leadership roles at scale-ups and SMEs, advised start-ups, and been Head of Product at HSBC and Sainsbury’s. He participated in Silicon Valley Product Group’s Coaching the Coaches forum, and speaks frequently at conferences and events. You can join one of communities he runs for CPOs ( CPO Circles ), Product Managers ( Product In the {A}ether ) and Product Coaches. He’s the author of What Do We Do Now? A Product Manager’s Guide to Strategy in the Time of COVID-19 . A recovering music journalist and editor, Randy also launched Amazon’s music stores in the US & UK.
Building AI Products for the Other 95% | Brian McMullin, SVP Product (Network Solutions)
Most of the AI products getting hype right now are built for people like us, the tech industry. But your customers don’t care how the AI works — they just want their problem solved in a way that’s easy for them. Brian McMullin, SVP and Head of Product at Network Solutions, has spent 15 years building for small businesses at companies including HubSpot, ezCater, Wayfair, and SamCart. In that time, he's yet to meet a business owner who wakes up thinking, "I can't wait to use AI today." For many of them, a prompt box might as well be a terminal window. So his team doesn't ship the box. They ship the finished work artifact, and all the user has to do is claim it. In this episode, Brian shares: Why doing the work for small businesses first, instead of handing them an empty prompt box, is what gets them to try AI His warning about baking inference into the core of your product before token pricing settles — and the two models he's testing to find out what small businesses will actually tolerate And what SamCart taught him about churn: customers left because basic things were broken, not because features were missing. Watch full episodes of our interviews with PM leaders and subscribe! What does LogRocket do? LogRocket's Galileo AI watches user sessions for you and surfaces the technical and usability issues holding back your web and mobile apps. Understand where your users are struggling by trying it for free at LogRocket . Special Guest: Brian McMullin.
Lenny’s Podcast1 hr 37 min
90 minutes of unfiltered product advice from Snap and Discord’s product chief | Peter Sellis
Peter Sellis was the first product manager at Snapchat, where he spent seven years building one of the most beloved consumer products in history. He went on to serve as Head of Product at Discord, where he helped drive some of the fastest user growth the platform had seen. Having left his role at Discord, he gets to be especially real and unfiltered — nothing to promote, no PR, no comms team. In our in-depth conversation, we discuss: 1. Why Peter designs teams like . . . terrorist organizations 2. What it was really like to manage Nikita Bier 3. Why the median PM is so bad 4. Why Snapchat’s ads business never reached its potential 5. Why growth almost always comes from the core product 6.
One Knight in Product1 hr 2 min
Rich Mironov: AI Should Change Product Management... Just Not The Way You Think
On this episode, I speak to the returning Rich Mironov, longtime product management consultant, product leadership coach, and founder of Mironov Consulting. Rich has spent decades working with product leaders, particularly in complex B2B organisations, and is the author of The Art of Product Management and Money Stories . We explore what the current wave of AI-enabled software development really means for product management: why faster code does not automatically create more revenue, where product judgement becomes more important rather than less, and why the role of product may shift away from delivery management towards deeper discovery, commercial thinking, and go-to-market work. Episode Highlights Faster software development does not mean faster revenue growth - AI may allow teams to generate code far more quickly, but customer budgets, market size, and demand do not expand at the same rate. More output only creates business value when it translates into adoption, differentiation, and revenue. More products can mean more competition, not more opportunity - If it becomes dramatically easier for everyone to build software, markets may fill with more entrants and more features competing for the same customers. That can increase price pressure and make commercial differentiation harder rather than easier. User attention becomes the scarce resource - Shipping dramatically more features pushes the burden of prioritisation onto customers, who have limited time and little interest in evaluating a constant stream of changes. Product teams still need to decide what matters enough to build, explain, and promote. AI can automate obvious work, but judgement becomes more important as risk increases - Straightforward bugs and low-risk tasks may be good candidates for automation. As the size and impact of a change grows, teams still need to consider customer value, product coherence, economics, and the wider consequences of getting it wrong. Not every customer request should become a feature - Faster implementation makes it tempting to connect feedback directly to delivery, but many requests are contradictory, poorly framed, commercially harmful, or only relevant to a small subset of users. Product management still requires deciding what NOT to build. Today's product can quickly become tomorrow's feature - Lower development barriers make it easier for competitors and platform vendors to absorb standalone capabilities into broader products. Being able to build something is not enough; teams need a defensible reason why it should exist as a product in its own right. Organisational incentives will shape how product managers use AI - If companies reward visible AI usage, coding, prototyping, or token consumption, product managers will naturally move towards those activities. That does not necessarily mean those activities represent the highest-value use of product management time. Product management may become more 'barbell shaped' - As engineering needs less day-to-day coordination, product managers may spend less time in the middle of delivery and more time at the edges: understanding customers, markets, economics, and strategy before development, then supporting positioning, pricing, sales, and adoption afterwards. AI transformation is an organisational problem, not just a tooling problem - Previous transformation waves showed that counting activity or mandating tool adoption does not necessarily improve outcomes. The larger opportunity comes from redesigning how work flows through the organisation and identifying where genuine bottlenecks and leverage points sit. Commercial accountability needs to extend beyond Product and Engineering - If engineering can deliver more quickly, Sales and Marketing also need credible plans for turning that increased capacity into demand and revenue. Product leaders should connect roadmap expansion to explicit assumptions about markets, leads, quotas, adoption, and economic value.
UX Research Geeks34 min
Building a UX research career in 2026 | Mujaahida Shakur | #78
Mujaahida Shakur, a behavior scientist and UX researcher with a background in public health and experience at Amazon Web Services, reflects on her journey into UX research and the challenge of translating a nontraditional career path into a compelling professional story. She explores career pivots, resume language, AI in hiring and research, inclusive recruitment, and the realities of navigating today’s job market. She also explains how she turned networking into a research project and how her curiosity turned career conversations into opportunities for learning, self-discovery, and genuine connection. UPD: During the editing process of this episode, Mujaahida was hired at the SteerBridge as a User Experience Researcher. We wish her best of luck at her new company. 👉 If you have any tips on fantastic speakers from across the globe, feedback, or any questions, we’d love to hear from you. With a background in Psychology and Public Health, she has dedicated her career to increasing equitable access to products, programs, and services that support traditionally marginalized populations. She has applied this interest across a variety of industries, including Education, Non-profit, Public Health, and Tech. She's currently working as a UXR, studying the ways people use and interact with technology to drive product and program strategy and development. 👉 Did you know that UXtweak also offers a series of webinars packed with practical knowledge for UX professionals? 🐝 Brought to you by UXtweak, an all-in-one UX research software.
Stop Wasting Research (feat. Jake Burghardt & Laura Klein)
If you've ever wrapped up a great research study, delivered the readout, and then watched the insights vanish into a folder no one opens again, this one's for you. Laura Klein talks with Jake Burghardt, author of Stop Wasting Research , about why a repository alone never gets research used, how to treat insights as durable business assets instead of one-time reports, and where generative AI genuinely helps — and where it doesn't — when it comes to getting more value out of research your organization already has. About Jake Burghardt & Integrating Research : LinkedIn | Medium | Integrating Research Jake's book: Stop Wasting Research: Maximize the Product Impact of Your Organization's Customer Insights (Rosenfeld Media) — get 20% off with code: swr-pod Related NN/G Articles & Courses: Why Research Repositories Fail and How to Get Them Right Research Repositories for Tracking UX Research and Growing Your ResearchOps ResearchOps 101 Accelerating Research with AI Course: Usability Testing TYXU5WMUAXAS8GTC
The Product Podcast26 min
Hinge CPTO on Building an App Designed to Be Deleted, Merging the CPO and CTO Roles, Chasing $1B in Revenue Without Chasing Engagement | Ben Celebicic | E312
Most apps optimize for time on screen. Hinge optimizes for you leaving. In this episode of The Product Podcast, Carlos (CEO at Product School) sits down with Ben Celebicic, Chief Product and Technology Officer at Hinge, the dating app "designed to be deleted," to unpack how you build a product whose North Star is great dates, not engagement, and still chase a billion dollars in revenue. Ben has been at Hinge for 11 years, since the 2015 relaunch, and recently became one of a growing number of leaders to hold both the product and technology mandate in a single CPTO role. He and Carlos get into the healthy tension between the CPO instinct (ship fast, innovate) and the CTO instinct (protect quality and infrastructure), and how he now runs that debate inside one person and across a team of nearly 300. He lays out Hinge's monetization philosophy in two principles: build the free experience so everyone can succeed, and only charge for things you can't give away free without breaking the ecosystem (which is why fewer than 15% of users pay). He explains how a dedicated culture and consumer insights team studies real daters to find core needs, how generative AI now enables per-user profile coaching that was impossible before, why trust and safety makes up roughly a third of the entire Hinge organization, and where he draws the line on AI-assisted engineering today. He closes on Hinge's mission to reach $1 billion in revenue in 2027. Founded by Justin McLeod and relaunched in 2015, Hinge is part of Match Group's portfolio of dating and social discovery apps. About the Product Podcast: Product School's podcast brings you candid conversations with the founders and product leaders shaping tech. Social Links: Find out more about Product School here Follow our Podcast on TikTok here Follow Product School on LinkedIn here