By Marty Cagan · svpg.com · LinkedIn
Marty Cagan writes a tribute to Mike Homer, a Silicon Valley pioneer and mentor who died of CJD, using his memorial service to reflect on what makes great product leaders. Cagan argues that the best leaders are deeply passionate about their products, knowing them in detail and caring intensely about quality, unlike leaders who are mainly financial or managerial operators. He notes that companies often lose their fire when such a leader departs, and that product teams may resent close CEO involvement, though Cagan prefers working under engaged leaders. The piece matters because it defines product leadership as hands-on product conviction rather than delegated management.
01Key takeaways
- Great product leaders know their product in intimate detail, often better than the engineers building it.
- Passion for the product should show up as relentless attention to quality, not just enthusiasm in pitches.
- Leaders who treat a company as just a balance sheet tend to miss what drives long-term product success.
- Organizations can lose their momentum when a passionate product leader departs, so cultivate that conviction deliberately.
- Accept closer scrutiny from an engaged leader as a sign they care, even when it feels like second-guessing.
- Share what you learn generously, as mentoring is part of the craft of product leadership.
02Key sections
- Remembering Mike Homer
- Cagan recounts his personal connection to Homer, a career figure at Apple, Netscape, and Kontiki who later became an angel investor and mentor. He highlights Homer's generosity in mentoring many people.
- Mentoring as a tradition
- The memorial showed a culture of mentoring and coaching, embodied by Homer and Bill Campbell. Cagan credits Homer with openly offering advice and introductions.
- Passion as the mark of great product leaders
- Homer knew his products better than the engineers and embraced product work fully. Cagan contrasts him with leaders in other industries who run companies as balance sheets rather than products.
- Losing the fire
- Formerly great companies often decline when the passionate founder or leader leaves, and the lack of product passion gradually shapes culture and attracts different people.
- Deeply involved leaders are worth it
- Product teams may resent a CEO second-guessing decisions, but Cagan argues that engaged leaders who care deeply are preferable, even if they push harder.
03From the post
“A partnership dedicated to teaching best practices to product teams and product leaders”
Summary and takeaways written by PM Atlas; quotes are short excerpts. © the original author.