How my life as a PM is changing with AI

I have a confession to make: I wasn’t an early adopter of AI. I did not dive head first into this new technology and aggressively finding ways to improve my life and work - or start a YouTube channel.

Instead, I approached the topic slowly, with curiosity but without FOMO. Over time I explored different capabilities and tools, from ChatGPT to n8n, from helping me draft documents to automating recipes on my self-hosted recipe book (yes, I’m that kind of person!)

But in 2025 I decided to focus my effort on how to use different tools to make my life as a Product Manager easier and more efficient. I was lucky that my company decided to provide us with Gemini first and Claude second, and the combination of Google’s workspace and Claude Code turned to be an absolute beast.

Here are few highlights on how my work has changed, together with some personal reflections.

From Product Manager to Product Builder

This is definitely one of the biggest improvements and it deserves the first mention. By integrating AI into my professional life I was able to move from idea to customer testing in 90% less time.

Before AI it would take a considerable amount of time to turn an intuition, an idea, a sketch on my iPad into something I could show to stakeholders - including actual customers - to get early validation.

Don’t get me wrong, it was a lot of fun building interactions with InVision, Sketch and Figma, but the time and help from designers needed made it so slow that some features were just not worth testing at all.

Nowadays, I can turn an idea into a testable prototype in a single day. And not just clickable screens, I can code a real app, hook it up with exports from our data lake, and let a user test it with their own data!

This is how many PMs are now entering the era of Product Builders: all that is needed is a clear vision, a well-prompted thinking agent, a designer agent, and an engineer agent working together - no more technical ceiling separating ideas from actual working products.

Gathering information is a (dangerous) breeze

One of my biggest personal projects in 2026 was to create an “information aggregator” that would combine all the different sources I navigate on a daily basis into a single, well-organized dashboard. I’m talking ProductBoard insights, Slack threads, meeting notes, emails, customer interviews, competitive intelligence signals…

LLMs are incredibly good at this sort of tasks, which means I was able to create such aggregator without too many technical issues - and as a result, I wake up in the morning and it only takes a few minutes to get up to speed with all my projects and areas of competence across a dozen different mediums.

However, I am extra-careful about avoiding information overload. If you let everything that is potentially interesting for you in, your personal knowledge database - or second brain - will be bloated in no time, making it impossible to prioritize what is worth exploring further from what should stay in the mind’s backlog. And obviously, let’s always keep an eye for hallucinations!

That’s why I’m always skeptical when I read Substack’s articles from PMs claiming their entire workflow is on autopilot and they have little to no work to do. On my end, even if I put my ship on autopilot, I still spend most of my days talking with the crew, connecting with passengers, aligning with engineers and looking at the ocean to spot icebergs.

You are still a Product leader

There is no such thing as a free lunch. Because AI execution is remarkably cheap, product strategy must become significantly sharper and tighter.

Let me be clear about something: customers don’t care that I can vibe code something for them in a day, they don’t care that I have a polished dashboard where all their feedback is fed to me while I sip my morning coffee. All they care about is whether or not my product is something they want to pay for because it solves their problems and makes their life easier. And when any team can build - and test - functional interfaces in hours, what seems to be a fast lane towards product improvement may very easily turn into organizational chaos.

So at any given moment I want me and my team to be 100% aligned about the vision, the strategy and the why we are building - or not building - that one thing right now. Specifically, I always make sure that everybody can instantly answer these 3 questions:

1. What concrete customer pain are we fixing, and why right now?
2. What gives our product an uncopyable edge over rivals?
3. What are we deliberately choosing NOT to build?

To begin with, this removes my possible tunnel vision. When everybody is invited to be on the same page they can spot if you are on the wrong page way earlier than if you were alone.

Moreover, as Arthur C. Brooks points out in his book The Happiness Files: Insights on Work and Life, sharing the big picture is a core requirement for human happiness and motivation. When my team mates explicitly understand the why behind what we choose to build - and what we choose to reject - their work is not a checklist of cheap code anymore, and instead becomes an exercise in earned success and genuine service to the customer.

Finally, and this is often an underestimated point, it drastically cuts misunderstanding with other teams. I lost count of how many times someone working on a project with me had a conversation with another team and, because they couldn’t properly articulate what we were building and why, it raised a million red flags that I had to address out of nowhere with executives. That’s why now I’m extra careful about everybody fully understanding this notion before anybody touches a line of code.