Michelle Parsons is a highly accomplished product leader with a proven track record of success. She has held several key product leadership positions at top tech companies, including Chief Product Officer at Hinge, where she led the product, design, and research teams across Growth, Core Experience, Recommendations & Trust and Safety. During her tenure there she helped scale the org by 300% and 2x revenue growth. She oversaw the end-to-end localization of Hinge and launch of the app into the EU and LATAM, and subscription and pricing overhaul. Prior to Hinge, Michelle led Product Innovation for Global Kids & Family at Netflix and was a Product leader in the Personalization group at Spotify, where she managed a cross-functional team focused on improving the recommendations that power much of the Spotify platform you use today. Before that, Michelle served as the Head of Product for Hotels at KAYAK, where she oversaw product strategy and execution for KAYAK's hotel search and booking offerings.
Today, Michelle is the Product Executive in Residence at Product School, where she is helping shape how aspiring product managers break into and succeed in the industry. In addition to her work with Product School, Michelle is also a start-up and early-stage company product advisor, where she leverages her expertise to help companies develop and launch successful product offerings.
Throughout her career, Michelle has demonstrated a passion for design, user experience, and machine learning, specifically as they relate to improving search, discovery, and personalization. Michelle is committed to driving positive change in the product management field, and is dedicated to mentoring the next generation of product leaders. She is a sought-after speaker and thought leader, and regularly shares her insights and expertise with industry groups and events.
Upcoming Talks
16 May 2024
The role of the Product Manager is different in almost every organisation. How are teams structured? Is there one Product Manager per development team or does a Product Manager set the objectives for many teams? If you have hundreds of product managers do you have hundreds of product visions? How do Product Managers ensure that work isn't being duplicated across the organisation? Is it mostly project management?
If you are having issues defining the remit of the Product Manager role, or you just want to hear how others are doing it, this is a forum not to be missed.