Not everyone supports the new strategy. The AI initiative is being sabotaged. The architect is asking for two more quarters. Marketing wants to launch as early as next week. Sound familiar? The problem is that we often expect other people to follow the same logic we do. But in the product business, different “species” work side by side: those who champion people; those who champion experiments; those who champion stability; those who champion results. And until we learn to see these differences, any strategy risks remaining nothing more than a pretty slide. Using examples from product teams and AI transformations, we’ll explore how the framework of competing values works and how to use it for influence, negotiation, and change management. 📌 Key takeaways: Every stakeholder defends a value that is rational for them. “Everyone is right—but only partially.” How to read motives behind words and objections. Why the strongest products know how to switch between languages of influence. How to reduce resistance to change without pressure. How to build support around product decisions.

Communication is one of the key skills of a product manager, directly impacting the quality of decisions, team velocity, stakeholder trust, and career growth. It is often taken for granted: we all send messages, hold meetings, explain tasks, provide feedback, and negotiate with people every day. Because of this, many people assume their communication skills are fine. In practice, however, communication is often where the biggest pitfalls lie: unclear expectations, poorly phrased feedback, unnecessary conflicts, vague agreements, decisions lacking buy-in, and the feeling that the team “just doesn’t get it.” For a product manager, this is particularly critical, as their work relies heavily on the ability to explain, listen, coordinate, influence, and help others move in the same direction. In his talk, Ray will break down what strong communication looks like in product management: how to assess your own level more honestly, where mistakes most often occur, how to explain complex things in simple terms, and how to give feedback in a way that truly helps individuals and the team become stronger.

In her talk, Irina will discuss how your mindset shifts when you move from “improving what already exists” to “creating something from scratch.” She’ll explore which roles are truly critical, where a team can be a strength, and where it can be a hindrance. She’ll also highlight which mistakes in team collaboration are the most costly in the early stages.

As the team grows, products multiply, and the engineering organization evolves - the CTO role often shifts from a technical leader to a manager staring at spreadsheets and dashboards. And that’s when it becomes truly challenging: to stay in the technical loop, remain close to the architecture and systems, and keep a real sense of what’s happening on the ground. In this talk, I’ll share my experience on how to stay a Hands-on CTO - maintaining deep technical understanding, influencing architecture, and scaling the company at the same time, without losing touch with the code and core systems. Key topics we’ll cover: - How the CTO role evolves as the company grows - from coder to system-level leader. - The most common traps: loss of architectural memory, disconnect between business and engineering, dependency on a few key people. - Healthy habits that help keep technical context: code reviews, architecture stand-ups, "walk the code" sessions, CTO R&D sprints. - Decision-making systems: how ADRs and RFCs help maintain clarity and traceability. - Communication with tech leads: building effective 1:1s, technical syncs, and knowledge-sharing loops. - Tools and platforms that preserve context - dashboards, monitoring systems, and architecture reviews.

Being a team lead is like piloting a spaceship where every crew member has their own temperament and trajectory. The DISC model is your GPS that helps you avoid burning up in the atmosphere of “storming” and guides your team into the stable orbit of “performing.”

In his presentation, Vadym will cover: - Goals of the strategy process - Forecasting and goal setting (Foresight, Top-Down + Bottom-Up) - Lean A3: structuring problems and metrics - Strategy implementation and cascading goals - Tracking results (time cycles, OKRs, monitoring, adaptation) - Practical A3 examples

Real experience of building a team from 1 to 30 people: challenges, solutions, and achieved results. We will discuss the team selection strategy, key tasks, implemented tools, as well as recommendations on how to stay afloat in this challenging industry.

Why increasing the number of leads doesn’t guarantee company growth and how effective Client Partnership (CP) can be the key to scaling a business. The speaker will share a step-by-step roadmap for CP implementation and real-world case studies from companies sized 50-500.

A talk on how to build an effective international team, overcome cultural differences, and the importance of personal branding for leaders. The session covers strategies for combining personal and company brands for mutual growth.

Strong teams are not just about execution - they are the foundation for sustainable business growth. They create a safe space, accelerate decision-making, adapt to change, and solve problems before they become critical. This talk will explore how to develop leaders and leadership circles within an organization, build a culture of accountability, prevent burnout, and protect teams from toxic individuals who can destabilize systems from within. Key points: How to build teams that drive business results, not just complete tasks. What leadership maturity means and how to cultivate it. Delegating responsibility without creating chaos or burnout. How to identify and neutralize toxic players (narcissists, psychopaths) in the system, and why they are important for business success. Managing emotional load during times of crisis. Practical tools for leaders to structure chaos and maintain focus on outcomes.