Vladimir Leonenko is a seasoned product manager and technical program manager with over 19 years of experience in the tech industry. His career spans roles in marketing tech, system design, and complex program management, with a strong foundation in engineering and data technology. Vladimir has demonstrated success in consulting, startups, and e-commerce, launching products from scratch and managing large-scale projects and programs.
You’ve worked in various sectors including e-commerce, fintech, and system integration. How has this diverse experience shaped your approach to product management?
Diverse experience is highly beneficial for product managers. I have worked with different teams and products at various stages of maturity, which has expanded my understanding of how different frameworks can be applied. Observing how various cultures adopt these frameworks has enhanced my “tactical” toolbox. My experience has vividly demonstrated that there is no “one size fits all” approach, and even the meaning of common terms can differ across environments. This has led me to adopt the habit of first seeking to understand before taking action.
In your leadership roles at Sportmaster, you’ve had to influence and persuade without formal authority across various teams and even up to board members. What strategies do you use to drive alignment and action in such a matrixed environment?
I always start with the “understand first” principle, asking questions to genuinely comprehend others’ perspectives. These questions help create a comprehensive vision of the objective and the path forward. There are five key strategies that have proven effective across various contexts:
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First, step up as a leader by taking initiative and guiding the team toward common objectives, even without formal authority. This often involves proactively navigating challenges and knowing when to escalate issues to top executives.
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Second, ensure a unified vision by establishing a shared framework with clearly defined goals and boundaries, while continually inspiring the team with a compelling picture of the collective future to keep everyone aligned.
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Third, define clear and shared success criteria by setting explicit, objective measures of success with time constraints. Understanding what success means to each team member helps align individual goals with collective objectives.
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Fourth, create a safe environment where team members feel comfortable expressing their ideas and concerns. Avoid presenting yourself as an expert outside your area of expertise, encouraging open, honest communication and trust.
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Finally, secure commitments by obtaining clear agreements on contributions and time investments, and monitor these commitments closely. Address issues as they arise, adjusting priorities through managers or considering team changes when necessary.
You mentioned achieving 30%+ annual growth in B2B business with zero additional spending. Can you elaborate on the strategies you employed to achieve this?
Selling B2B products often involves satisfying multiple stakeholder groups, and it is crucial to focus limited resources on the weakest parts of the value proposition. Key strategies that are often overlooked by B2B product teams include preparing for formal procurement processes and empowering the sales team.
To prepare for formal procurement, we ensured compliance with standard criteria by aligning product features and documentation with industry standards, increasing our competitiveness in formal evaluations. For the sales team, we provided additional training to deepen their understanding of both the product and the competitive landscape. We also developed clear, visual comparison tools that highlighted our product’s benefits, making it easier for sales reps to communicate value to potential clients.
You designed a dual-track agile B2B2C product management framework. What were the key challenges in creating this, and how does it address enterprise-specific needs?
The primary challenge was to create a rapid method for evaluating the viability of new digital products and services at the scale of a multibillion-dollar company while ensuring the framework remained lightweight and efficient. To meet these challenges, we focused on three key components.
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First, we emphasized identifying market participants by conducting comprehensive stakeholder mapping. This helped us clearly identify end consumers, business clients, partners, and internal stakeholders, ensuring alignment with their roles and needs during product development.
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Second, we mapped key interactions between participants by visualizing relationships and flows of value exchange. This approach allowed us to identify opportunities for innovation and enhance connections between participants.
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Finally, we addressed high-frequency pain points by focusing on specific, recurring problems that participants faced. By developing targeted solutions that address these pain points, the framework increased the relevance and adoption of new products, improving their likelihood of market success.
How do you manage the complexity of scaling both the technical infrastructure and customer experience when it comes to vast and diverse markets such as the Russian one?
The Russian market is exceptionally competitive, which sets high standards for customer experience. Businesses must continuously innovate and improve to meet and exceed these expectations.
Large Russian technology companies often have the capability to make substantial investments in their own data centers to ensure control, security, and performance. Major retail and e-commerce players frequently utilize multi-cloud strategies, integrating private clouds with public cloud services. This approach offers scalability, flexibility, and resilience, enabling businesses to handle varying workloads and demands efficiently.
Two points I found pretty universal for most e-commerce companies:
Focusing on Functional and Technical Architecture:
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Scalable Architecture Design: The primary factor determining a product’s scalability is its functional and technical architecture. Designing systems with scalability in mind from the outset is crucial.
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Assembling Highly Qualified Teams: It’s essential to have teams with the highest level of expertise in architecture and engineering. Skilled professionals can create robust systems capable of handling complex operations and scaling effectively as demand grows.
Creating Cross-Functional Teams Around Customer Journey Stages:
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Enhancing Customer Experience: Forming cross-functional teams dedicated to specific stages of the customer journey ensures a seamless and consistent experience for users.
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Integrated Management Approach: This structure promotes coherence and unity in management decisions, allowing for better alignment between technical developments and customer needs.
The combination of significant infrastructure investment, focus on scalable architecture, and organizational alignment around the customer journey enables companies to meet high market demands and maintain a competitive edge.
You’ve had experience in both startup (Double Data) and large enterprise (Sportmaster) environments. How does your approach to product management differ in these contexts?
Regardless of the work environment, the core principles of product management remain constant, with a customer-centric approach and the ability to address specific customer needs always being the top priority. However, the nuances of managing peers, functions, and stakeholders become more pronounced in an enterprise setting. Your success becomes interdependent with theirs, so it’s critical to be explicitly aligned with them. In a large enterprise, having an honest and clear understanding of your peers is crucial—not only understanding how you think they should act but also how they can act and what they will do. This is less about office politics and more about alignment and what is realistically achievable.
As someone with experience in AI/ML development cycles, how do you see these technologies shaping the future of e-commerce and marketing tech?
I believe AI and ML will continue shaping the future of e-commerce and marketing tech in nuanced ways. Given that these industries are already mature, the impact of these technologies will likely be incremental rather than revolutionary in the immediate future. For instance, we can expect ongoing improvements in search functionality and product recommendations, making these systems more intuitive and personalized, but these changes will build upon existing technologies.
Similarly, AI will further streamline customer service by enhancing chatbots and virtual assistants, improving response times and accuracy without fundamentally altering the customer service model. Additionally, automation will simplify labor-intensive processes like product listings, advertising copy, and inventory management, increasing efficiency while raising quality expectations. However, the true impact of generative AI remains uncertain. While it holds promise for disrupting content creation, personalization, and even business models, its specific influence on e-commerce and marketing is still speculative at this stage.
You’ve mentioned mentoring and coaching others to start their IT careers. What key advice do you typically give to those entering the tech industry?
When mentoring individuals starting their careers in tech, I typically emphasize the importance of understanding real-world industry processes. I advise them to learn how things work practically within the companies they aspire to join, including familiarizing themselves with workflows, team structures, and project management methodologies. Networking is also crucial, as it helps gain insight into day-to-day operations and industry expectations.
I also recommend developing “pi-shaped” expertise. This involves deep specialization in one professional area (the first leg of the “pi”) and deep industry knowledge in the sector of interest (the second leg), while maintaining a broad knowledge base across multiple disciplines (the top of the “pi”). This combination of deep and broad skills makes individuals versatile and valuable in collaborative environments.
Looking ahead, what trends or developments do you anticipate will have the biggest impact on product management and e-commerce in the next 5-10 years?
While many product managers will talk about the expected disruptive impact of generative AI, and that’s likely true, I believe that in the next five years we will see a stronger focus on profitability rather than inflated valuations. The emphasis will shift towards the viability of business models and products, as the global economy prioritizes sustainable growth over rapid capitalization pumps.
What are some of the ways product managers can address user privacy concerns in marketing campaigns that include a lot of personalization?:
When managing marketing campaigns that include a high degree of personalization, product managers must carefully address user privacy concerns by considering various factors—legal, cultural, individual, and financial. Balancing effective personalization with respect for user privacy involves several key strategies:
Transparency in Data Collection:
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Open Communication: Only collect data that you are prepared to openly disclose to your customers. Be transparent about what data you gather and how it will be used.
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Avoid Secretive Practices: Do not collect any information without the customer’s knowledge, even if it’s legally permissible. Secret data collection can erode trust and violate cultural norms regarding privacy.
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Respect User Choices: Allow customers to easily opt out of personalized marketing or data collection if they choose.
Focus on Product Attributes Rather Than Personal Data:
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Product-Centric Personalization: Concentrate on the features and attributes of the products that customers have purchased or shown interest in.
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Infer Preferences from Interactions: Use insights from customer interactions with products to deduce preferences. This shifts the focus from analyzing personal characteristics to enhancing product offerings that align with customer interests.
Utilize Contextual and Anonymized Data:
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Identify Needs in the Moment: Often, effective personalization doesn’t require extensive personal data. Focus on recognizing the customer’s immediate needs during interactions.
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Leverage Anonymized Statistics: Rely on aggregated data and business rules to personalize experiences. This approach respects individual privacy while still providing relevant content or offers.
The key is to find a balance that respects individual privacy, adheres to legal and cultural standards, meets business objectives, and manages financial resources responsibly through thoughtful and ethical personalization strategies.
