My workflow as Product Lead

My approach as
Product Lead

Good organization isn't just about productivity; it's the foundation for empowering teamwork and ensuring we all move in the same strategic direction. It’s a deliberate approach to the day, designed to bridge the gap between high-level vision and day-to-day execution.This is a structured process that unifies our efforts, ensuring every task contributes to our shared goals and ultimately helps us build great products.

Here’s a look at my daily workflow, designed to balance operational management with product vision, allowing us to maximize our team's impact.

Morning Preparation

I usually block off an hour at the start of each morning to plan the day, review and anticipate priorities, read emails, and prepare any necessary materials. And, of course, with a generous cup of coffee.

Email Review

One of the first things I do is to check my email for urgent messages from clients or colleagues, focusing only on what is truly critical or requires immediate action. I leave newsletters or similar for resting time or I delete them directly.

Task Coordination

I actively participate in rituals based on the type of day:

Weekly: our team holds a weekly meeting every Monday to align on our progress. In this meeting, we review the status of our ongoing work, identify any potential roadblocks, and determine our next priorities. reviewing milestones and upcoming objectives. We rely on Trello for task coordination, using it to share updates, tag team members, and link to relevant designs or resources.
Co-creation sessions: engaging in design and solving product challenges.
Feedback sessions: evaluating and providing feedback on proposed solutions by doing several check-ins throughout the week..

Reviewing the Calendar and Scheduling Meetings

I consult my calendar to confirm meetings and available slots, and when necessary, schedule key sessions such as kick-offs, design check-ins, or interdepartmental coordination meetings.

Strategic Management

I use Productboard to review the current sprint, spot new insights, prioritize features using RICE, MoSCoW, and Kano, and make sure they align with product OKRs.

I also prepare priorities for sprint refinement and future planning.

Metrics Analysis and Customer Connection

Without being a daily task, but also I review metrics in Posthog, watch recorded user sessions, and participate in direct meetings with customers to gather feedback. This helps generate hypotheses and shapes new opportunities for improvement and growth.

Resolving Doubts and Providing Support

I stay available to resolve doubts and corner cases that arise during development, ensuring agility and preventing developer bottlenecks.

QA and Operational Support

Each sprint, I block time for QA, testing, and process improvements, making sure quality is part of the product DNA, even if these blocks vary according to needs.

Communicating Product Vision

I reinforce the communication of the product vision: explaining the rationale behind decisions, linking initiatives to strategic objectives, and sharing the roadmap both internally (team, stakeholders) and externally (investors, partners), strengthening alignment and common purpose.

Leadership, Mentoring, and Team Culture

As part of my role, I devote time to mentoring and developing the team, fostering autonomy, growth, and best product practices.

I work on building a cross-team product culture and ensure that values and product vision are present at all levels. I continuously adapt and improve internal processes (SOPs, onboarding, rituals) to scale culture, performance, and team cohesion.

Networking and Continuous Improvement

Sometimes I follow and connect with other Heads of Product , industry leaders to learn or old colleagues, to exchange or view new ideas, and stay updated on new trends and benchmarks that may positively impact the team and product.