Lesley Betts
Burton Snowboards

46 / Whether Building Software or Snowboards

Description
One concern we product builders often cite with our C-suite sponsors is their disdain for discovery. “We know what users want,” is a frequent refrain when we recommend investment in user research. Sometimes, even we fall victim to that flawed “we got this” mentality. When we do, we limit our own market exploration by rejecting the notion that there’s always more to be learned.
With that kind of thinking, we tend to get in our own way, says Lesley Betts, who joins Sean and Paul on this episode of the Product Momentum Podcast. As Senior Product Line Merchandiser for Burton Snowboards, Lesley shows us how going beyond “our little maple curtain” – a Vermonter’s term for thinking outside the box – helps us align our role as product managers to what’s actually happening outside the industry.
“We know the product so well and as snowboarders we’re users of the product,” she adds. “But that’s where we have to challenge ourselves to do things that are outside the norm. We have to listen and be mindful of what our users are telling us.”
The lesson here actually goes much deeper.
When we invited Lesley to join the pod, we thought it would be fun to get an expert’s insights into the physical product development space. We knew there would be similarities between our physical and digital worlds – but even we were amazed how exacting they are. In fact, aside from the product life cycles, the number and nature of parallels between software and snowboards are freakishly close. As are the responsibilities product managers share across industries.
Listen in as Lesley describes her role as “the hub of the wheel” when it comes to product leadership, “… as far as identifying problems, working with the creative team, collaborating with ‘team riders’ (i.e., in-house product experts), marketing, sales, and our customers…yeah, every single one of those touchpoints always comes back to the hub.”
Sound familiar? We thought so too. Enjoy!
[02:13] Creating the correct product requires a ‘rider-driven mentality’. We had to listen to our customers. We had to be advocates for them. We had to listen to ourselves as well. At the end of the day, we’re all snowboarders.
[04:23] The PM role by any other name. Whether product manager or merchandiser doesn’t matter. I’m the hub of the wheel. Identifying problems, working with the creative team, working with our team riders, marketing, sales, our customers. Every touchpoint always comes back to the hub.
[06:25] Physical product vs. software product. The life cycles may be different, but the development process is very much the same.
[07:55] Self-awareness and trusting your team. If I were better at snowboarding, I could be the person leading that. But really, I just need to trust and lean into those guys.
[10:26] Culture, mantra, rallying cry. At Burton, we call it “The Stance.” It’s what we believe and what we do. It bleeds throughout the building, and it’s the reason people come here:  because it feels like you’re part of something bigger.
[12:11] The 7-minute focus group. Every time you ride the lift, sit with someone new. Just have a conversation: “Why are you riding that product? Why are you riding here? What brought you here? Where did you get your board? You can learn so much just from a few moments with a person, in the moment.
[12:53] People don’t trust brands. People trust people.
[14:22] Get out of your own way. Developing product, we can actually get in our own way; we know the product so well.