How to build a global product team which rocks | Meg Watson, Product Lead at Doordash

In this episode of Building Globally: Lessons in Enterprise Product Growth, host Adam Stead is joined by Meg Watson, a product lead at DoorDash with previous experience in leadership roles at Spotify and Stitch Fix. They discuss the intricacies of building and managing successful product teams, decision-making processes, and the evolution of remote work in the tech industry.

In this episode of Building Globally: Lessons in Enterprise Product Growth, host Adam Stead engages in an insightful conversation with Meg Watson, currently a product lead at DoorDash and former leader at Spotify and Stitch Fix.

They explore:

- The differences in managing product teams at smaller vs. larger software businesses

- Characteristics of high-performing product teams

- Effective hiring practices for product leads

- Challenges in building and maintaining product teams

- Decision-making frameworks and common biases in product management

- The balance between vision-led and data-driven product development

- The impact of remote work on product management and team dynamics

Meg Watson brings her extensive experience from various tech companies, offering valuable insights into the nuances of product management across different organizational scales and cultures.

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Previous guests include: Jean-Baptiste Gehin, Head of Product at N26; Shahzad Shaikh, Head of Product Management, Growth, Mobile, and Customer Engagement, Asana; Mauricio Monico Chief Product Officer at Wish; Derek Boman, Head of Product Design at Avant; Lucas Thelosen, Former Head of Product, Data and AI Cloud at Google; Marc Esmiley, FS Product Director at Microsoft; Diego dos Santos, Director of Product Management at Mastercard; Manlio Lo Conte, Advisor at xZwift and Meta; Sanah Ansari, Director of Product at Capital One; Kam Star, Chief Product Officer at Chaos; Meg Watson, Product Lead at Doordash; Daniel Lereya, Chief Product and Technology Officer at Monday.com; and many others.

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