When J. Womack, Chief Product Officer at SEI, sat down for a candid conversation about product leadership, it quickly turned into something deeper: a behind-the-scenes look at what it really means to lead product in both scrappy startups AND complex global organizations.
From taking risky bets on API access to coaching product teams to think strategically at scale, J.’s approach is grounded, practical, and deeply thoughtful. This isn’t a story about theory. It’s about rolling up your sleeves, making tough calls, and backing bold ideas with trust and data.
From Bold Bet to Real Impact
One of J.’s most defining moments as a product leader came during his time at Capital Preferences, a fintech startup. While leading development and client engagement, he noticed a subtle but persistent pattern emerging from conversations with enterprise clients across the globe.
“They loved our capability, but the question that kept coming up was, ‘How can we use it in an experience that we control?’Instead of pushing a bundled solution, J. took a risk. He partnered closely with the CTO and a globally distributed development team to expose the company’s internal APIs, even without formal approval.“I had a strong signal from customers, and I knew we had a narrow window. So I asked our dev team to stretch. We built public versions of those APIs, and that unlocked new revenue.”
This was more than a technical pivot. It was a mindset shift. J. wasn’t waiting for permission to do the right thing for the customer. He acted. And he delivered.
Conviction in the Face of Resistance
This move wasn’t universally embraced at first.
“For those who have a high degree of desire for career safety, I would not necessarily recommend my approach,” J. laughed. But it worked. And it worked because it wasn’t a gamble. It was an informed, high-conviction decision backed by data and a deep understanding of customer needs. When asked what gave him the confidence to move forward, J. pointed to trust.
“I trusted my team. They trusted me. And I had a few wins under my belt with our CEO. That trust was the foundation.”
Building a Culture of Courage and Clarity
When J. moved from startups to SEI, a 5,200-person global investment firm, his style didn’t change. What changed was the scale. “You can still take risks in large organizations. But you need a different approach. It takes more time. And you lead through alignment and relationships.”
He talked about building high-trust teams around a clear, documented strategy. The key isn’t top-down control. It’s creating shared clarity and space for individuals to make smart decisions. “Vision. Strategy. And relentless focus on execution. That’s the trio. And it only works if people feel connected to the outcome.”
How J. Coaches Product Managers to Lead
So how does J. help his teams grow into that kind of leader?
Start with Trust – “High performance only happens when trust is high. That starts with transparency and listening.”
Make Strategy Tangible – Everyone knows the business strategy. J. focuses on translating that into a product strategy: clear, measurable, customer-aligned outcomes.
Quantify Progress, Not Just Metrics – J. is data-informed, not data-obsessed. “Some of the most important insights come from quantifying the qualitative. Are we learning? Are we helping our customer walk past the competition?”
Coach for Focus – One of J.’s superpowers is ruthless prioritization. He teaches his teams to ask: what’s most important now? What directly supports our strategy?
“It’s dynamic optimization. We meet weekly. We keep our focus tight. Everyone understands the big picture and their role in it.”
Big Risks at Scale Require Soft Skills
J. doesn’t pretend that scaling product thinking in a global organization is easy. But he does believe it’s possible, with the right leadership muscles. “You need curiosity. Customer connection. Constant pattern recognition. You’re not just executing. You’re seeing around corners.”
And most of all, you’re learning to influence without overreaching. You’re leading with data and listening before you push.
“It’s not about heroics. It’s about cultivating the environment where good ideas can win.”
For Product Managers Just Getting Started
J.’s advice to new PMs navigating complexity? “Start small. Your time is your greatest asset. Use it to learn. Build relationships. Get closer to the customer. Talk to sales. Read everything. Be curious.”
Influence is a long game, he says. But one that pays off if you play it with humility and hunger. “If you want to scale product thinking smartly, you don’t need to be the loudest voice. You just need to keep showing up with insight, clarity, and conviction.”
The Takeaway: Lead with Insight. Scale with Intention.
J. Womack’s journey from first employee at a startup to CPO of a global enterprise paints a clear picture: scaling product thinking isn’t about control or charisma. It’s about trust, clarity, and a relentless focus on customer value.
Whether you’re navigating startup scrappiness or enterprise complexity, the path forward is the same. Get close to the customer. Stay focused on strategy. Build trust through action. And above all, have the courage to do what’s right before it’s popular.
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