In this episode of Practical Product Management, hosts Leah Farmer and Marilyn McDonald sit down with Peter Collingridge, a seasoned product leader, to explore the evolving world of fractional product management. Together, they unpack the nuances of fractional roles—how they differ from traditional full-time positions, the balance of ownership and consulting, and the importance of time management.

Peter shares insights from his own fractional CPO experience, discussing the need for clear boundaries, deep focus, and rapid impact in fractional work. The conversation delves into leadership dynamics, the power of data-driven decision-making, and the critical role of diagnosing organizational issues. The trio also highlights the often-overlooked emotional layer of product management—how navigating human dynamics, trust-building, and team alignment can be just as crucial as solving functional challenges.

Throughout the episode, they offer practical advice for Product Managers looking to embrace uncertainty, set boundaries, and optimize their impact—whether in a fractional role or a full-time position.

Key Takeaways:

1. Fractional product roles require laser focus – Unlike traditional full-time roles, fractional product leaders must prioritize impact over politics, making every hour count.

2. Ownership sets fractional work apart from consulting – Fractional PMs aren’t just offering advice; they take accountability for outcomes, often with founder-level intensity.

3. People problems are often bigger than product problems – Diagnosing organizational challenges requires understanding both functional inefficiencies and emotional dynamics.

4. Data, not opinions, should drive decisions – A strong research foundation helps align leadership, reduce bias, and focus teams on what truly matters for customers.