How Adrienne is Redefining Success in Product Development!
In the realm of product management, invention can seem like a far-off dream, so it’s important to put in an endless effort to close the gap between ideas and practical application. A woman leader has revolutionized product management by combining a unique combination of passion and knowledge, enabling businesses to not just survive but flourish in a constantly changing market.
Adrienne is at the core of creativity and strategy in the field of product management, changing the way businesses discover and carry out efficient product development. As a CEO and Co-Founder, her advocacy for the significance of teamwork and comprehending client demands has a profound impact. Every move she performs is evidence of her conviction that successful product management may unleash firms’ immense potential and ultimately increase customer happiness and success.
Adrienne Tan stands at the forefront of this transformative movement at Brainmates, a consultancy dedicated to enhancing product management capabilities. Launched in 2004, Brainmates emerged from Adrienne’s vision to educate the Australian market on the critical role of effective product management.
Through her leadership, the company has evolved from providing hands-on support to organizations into a strategic partner that empowers teams to independently identify opportunities and drive product innovation.
Here are the interview highlights:
Can you please introduce yourself and share your career journey?
I’m Adrienne Tan, Co-Founder and CEO of Brainmates, and my path to product management has been anything but conventional. After earning a Master’s in Economics from the University of Sydney, I graduated during an economic downturn in 1995. Despite my qualifications, securing a job took four months, teaching me that relationships matter more than degrees.
I began networking and offered to work for free, landing my first role as a research assistant at the University of Technology Sydney. This experience involved fieldwork on the M4 freeway, where I learned the importance of customer insights—skills that would prove invaluable in product management.
My career took off at On Australia, a Microsoft-Telstra joint venture during the dot-com boom. There, I experienced the thrill of building Australia’s first internet networks. Later, at AUSTAR, I grasped how impactful product management could be on people’s lives.
However, corporate life felt restrictive, prompting me to launch Brainmates. Initially, I faced challenges educating businesses on the importance of product management. Over time, persistence paid off, allowing Brainmates to thrive as a consultancy that helps organizations create products that truly meet customer needs. The satisfaction from this work remains unparalleled.
Could you please briefly introduce your company and its inception story?
Brainmates is a product management consultancy founded in 2004 by me, after leaving my role as a Product Leader in Australia. At that time, the concept of product management was not well understood, and there was a significant need for education in the market.
Initially, we provided hands-on support to businesses, but our focus has since shifted to a more strategic approach. We now help organizations build their internal product capabilities, enabling them to identify opportunities and develop sustainable products.
Our practical framework combines strategic management, human-centered design, and agile methodologies to empower teams to make informed decisions and prioritize effectively. Additionally, I co-founded Leading the Product and Product Women to foster community and elevate the profession of product management.
What qualities do you believe are essential for CEOs to drive innovation in their organizations?
To drive innovation, CEOs must integrate it into the organization’s culture and everyday processes. Innovation is essentially good product management identifying customer problems and viable solutions that benefit the business. CEOs should promote product thinking across all departments, ensuring a balanced approach that fosters sustainability and scalability throughout the organization.
How do you define effective leadership in the context of the challenges faced by businesses today?
Effective leadership today requires recognizing that every organization is becoming a software business, regardless of its industry. Leaders must embrace change, ensuring their teams possess the necessary skills to adapt. This involves making tough decisions, investing in technology, and reshaping talent to maintain competitiveness. Ultimately, leadership is about guiding organizations through transformation with clarity and confidence.
Can you share an example of a significant change you implemented that had a large impact on your company’s business model?
We initially started as a consulting firm focused on product management. Over time, we expanded into training, but now we’re taking our advice and developing software to automate our manual processes. A key product is our Product Capability Assessment, an online tool that provides instant feedback on team improvement areas.
This shift transforms our business model from solely consulting to generating revenue through software. By diversifying our income streams—consulting, training, and subscription-based software—we enhance Brainmates’ adaptability and sustainability. This evolution allows us to focus on our passion: helping organizations deliver exceptional products.
In your opinion, how important is empathy in leadership, and how do you practice it within your team?
Empathy is essential in leadership; it reflects our humanity. As the CEO, understanding the diverse personalities and challenges within your team is crucial. I practice empathy through keen observation, noticing subtle cues like confusion or fatigue.
Responding to these signals, whether by explaining concepts or allowing time to recharge, builds trust. After 20 years in consulting, I’ve refined my ability to sense and respond to my team’s needs. These small acts of understanding foster a supportive environment, enabling everyone to perform at their best. Empathy goes beyond kindness; it’s about recognizing and addressing what individuals need to thrive.
How do you balance short-term performance with long-term vision in your role as a CEO?
Balancing short-term performance with long-term vision is interconnected. Without a clear long-term vision, it’s challenging to ensure short-term actions are aligned. I begin with a vision story for the business or product, which provides purpose and defines the “why” behind our efforts.
Next, I establish a strategic framework to keep us on course. The roadmap is crucial; it aligns short-term objectives with our long-term goals and serves as a progress measurement tool. By tracking milestones and making necessary adjustments, I ensure we’re consistently moving toward our overarching vision while delivering results in the present.
What role does gender diversity play in driving business success, and how do you support it within your organization?
Gender diversity significantly contributes to business success, but I believe diversity of thought is even more crucial. I’m proud of the talented women on my leadership team, but I prioritize hiring individuals who offer unique perspectives and challenge the status quo.
Our recruitment process emphasizes candidates’ problem-solving approaches, ensuring a mix of viewpoints. This variety enhances decision-making and drives better outcomes for both our business and clients, making diversity an essential element of our success.
How do you approach risk management, particularly about emerging technologies such as AI?
I approach risk management with a balanced mindset, recognizing both opportunities and potential pitfalls. We regularly review our risk register at the leadership level to assess risks and mitigation strategies. Regarding AI, I view it as an opportunity for innovation, supporting product teams in responsibly adopting emerging technologies while managing associated risks.
What are the biggest challenges you foresee for CEOs in the next few years, and how do you plan to address them?
In the coming years, CEOs will face challenges primarily related to talent management and adapting to evolving business environments. Ensuring the organization has the right capabilities is crucial.
At Brainmates, we assess our team’s skills in alignment with our strategy, focusing on a mix of specialized and adaptive capabilities to navigate change effectively and maintain competitiveness.
What advice would you give to aspiring CEOs looking to make a meaningful impact in their industries?
Aspiring CEOs should surround themselves with talented individuals who challenge their thinking and support their vision. Building a strong team is vital for making a meaningful impact.
The quality of your people directly influences your success, so prioritize a diverse team that encourages growth and offers varied perspectives. You don’t need all the answers—just the right team.
What legacy do you hope to leave as a leader, and how do you envision achieving that?
I aspire to leave a legacy where people feel valued and inspired while working with me. I want to be remembered not only for my knowledge but also for being open to others’ ideas and adaptable to their feedback. Creating a fun, engaging environment is essential, even when the stakes are high. If I can make work a place where people feel valued, inspired, and enjoy themselves, that’s a legacy I’d be proud to leave.
