It is often said that an SPM is like a mini-CEO — beyond the cliché, while the success metrics could overlap between the two roles, are the success attributes the same as well? Beyond the organizational structure and associated command and control mechanisms, do the leadership attributes and practices vary between the two? How do the SPMs demonstrate leadership? Participants will deliberate on the above and learn about persuasive influence and its application in their roles in the software product organization.

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Haragopal Mangipudi is a member of the extended board of ISPMA and has donned many roles in his three decades of career - SPM, CEO of a global enterprise software product, Entrepreneur and Adjunct Professor.