Stop executing other people's roadmaps.Set the strategy, win the stakeholders, own the impact.
The Influential PM teaches mid-career product managers the part of the job nobody trained you for: connecting what you build to the business outcomes executives actually fund, and getting credit for it.
Alumni at PayPal, Amazon, Capital One, Albertsons, Coda
"The course helped me break free from the "feature factory" trap where so many PMs measure success in terms of output rather than impact."
"Anyone who is stuck in the execution mode & planning to be more strategic should definitely take this course."
"This course didn't just add new skills; it fundamentally reshaped how I lead, communicate, and influence."
Most PMs hit the same wall around year three
You close your sprints. You manage the backlog. You ship the features the roadmap asked for, on the date you promised. By every measure you were given, you are doing the job well.
So you wait for the strategic work to find you. It does not. A PM with two years less experience gets the promotion you were lined up for, and the only difference you can name is that they seem to be in rooms you never get invited to.
The gap is not talent, and it is not effort. It is that your work stops at the feature, while the decisions that matter get made one level up, in the language of revenue, margin, and risk. Nobody taught you to speak that language, so your good work stays invisible to the people who fund the next thing.
That is the exact gap this course closes.
What changes
This is a working cohort, not a lecture series. You bring a roadmap problem you actually have, and you leave each session with a tool you used on it that day.
Turn a feature into a number a CFO cares about
The Product Metrics Ladder is the framework alumni cite most. It runs from "what we shipped" to "what the business gained," with a real number at every rung. Once you can write that chain for any feature, roadmap reviews stop being demos and start being business conversations.
Handle the stakeholder who keeps adding to your plate
Stakeholder Judo is Brennan's method for the request that lands as a demand. Instead of capitulating with a roadmap slot or fighting and losing the room, you reframe the ask into the problem behind it, then show a better path with the tradeoff made visible. The VP feels heard. Your roadmap holds.
Read what your stakeholders are actually rewarded for
Your VP of Engineering pushes back because their bonus is tied to uptime, not new features. Most PMs never see that map. When you can name what each person is measured on, you stop pitching their stated priorities and start getting approved.
Write a strategy that helps you say no on a Tuesday
A strategy that cannot tell you what to refuse this week is a decoration. You leave with a vision and a near-term strategy specific enough to settle a real prioritization fight, not a slide that gets quoted once and filed.
How the three weeks run
Six live lessons over three weeks, two per week, plus office hours each week to apply the work to your own product. Roughly four hours of live time per week. Every session follows the same shape: one framework, one exercise on your real roadmap, one discussion with peers who will sharpen your thinking.
Week 1 See the system
The mindset and actions of a product leader
A straight read on which of the four pillars (strategy, delivery, customer experience, growth) you actually operate in, and which one is holding you back.
Market research and visualizing customer needs
How to find the need under the feature request, so your strategy rests on evidence instead of the loudest opinion in the room.
Week 2 Set the direction
Defining and influencing product metrics
The Product Metrics Ladder, applied to a feature you own right now.
Vision and near-term strategy
Turn "be more strategic" into a vision and a strategy concrete enough to make a real call.
Week 3 Win the room
Stakeholder Judo
Reframe demands into strategy conversations and keep the room while you push back.
Strategic storytelling and proactive influence
Pitch your strategy so it pulls advocates toward you, and advocate for your own work with evidence instead of hoping someone notices.
You finish the three weeks with a set of artifacts built on your actual product: a metrics ladder, a customer journey map, a vision and strategy one-pager, a positioning statement, and a stakeholder plan you can use the following Monday.
Want a taste of the teaching first? Watch a free Lightning Lesson →Who this is for
You, the individual PM
You have roughly three to ten years in product. You execute well and you have started to wonder why executing well is not moving your career. You manage a backlog, run standups, and ship on schedule, and you keep watching less experienced PMs get pulled into the strategy work you want.
You do not need another framework dump. You need the link between your work and the business, taught against your real product. That is what this is.
Your company, if you lead a PM team
Your PMs deliver. They hit sprint targets and manage stakeholder requests, and the output never stops moving. What stays flat is business impact, and the reason is rarely the people.
When performance reviews count tickets shipped, PMs optimize for tickets shipped. This course retrains the thinking underneath that, on your products, your metrics, and your stakeholders, not a generic case study. A scoping call works out the cohort size, timing, and a price that fits the team.
Who should not take this
This course assumes you have lived inside the product role for a few years and own real deliverables. It is the second step in the Unabated path: Emerging PM, then The Influential PM, then Unabated PM. It is the wrong fit if you are transitioning into product from another field. Start with the Emerging PM course and come back. It is also the wrong fit if you want templates to copy without building the thinking behind them. Every exercise here runs on your real work.
Learn directly from Brennan
Brennan Collins reached VP of Product before 30 and ran product portfolios worth more than $50M across B2B healthcare, AI, and heavily regulated industries. He has coached more than 500 product managers, in structured corporate programs and one on one, and he is a top 1% mentor on ADPList with 60+ free coaching sessions logged.
The Influential PM comes out of the conversations he has had thousands of times. The exec who asks "what's the strategy?" and means "why should I fund this?" The VP who wants a feature your roadmap cannot absorb. The stakeholder whose real incentive you did not see until it was too late. He has navigated each of those, and the course teaches the move that worked.
What alumni say
Hear from PMs who shifted from executing features to owning business outcomes
Isinsu
March '26 Cohort
Senior Product Manager · Coda
"This product management training was a really valuable experience. One of the biggest highlights was learning how to build a clear, compelling product strategy and communicate it effectively using the right metrics. The course does a great job of showing how to connect strategy to measurable outcomes, making it much easier to align teams and track progress. I also found the focus on stakeholder management especially useful, from structuring conversations to handling different perspectives and driving alignment. The content is practical, structured, and immediately applicable. Overall, I'd highly recommend this training to anyone looking to strengthen their product thinking, strategy skills, and ability to work effectively with stakeholders."
Matt
March '26 Cohort
Product & Design Manager · Smartleaf
"This course provided me the tools and techniques to level up my product thinking. Brennan's methods for connecting features to product metrics and ultimately customer outcomes gave me a clear framework for demonstrating impact. Learning to prioritize using business economics and ROI has transformed how I think about roadmap planning and stakeholder conversations."
JK
March '26 Cohort
Senior Product Manager · Albertsons
"I found the course extremely valuable and very much aligned with its description. I'm confident I made the right decision enrolling, and it has already shifted how I think about product management. The entire first half of the course, along with parts of the final sessions, stood out the most for me. In particular: Defining & Influencing Product Metrics and Pitching, Influence & Career Growth. I absolutely recommend this course to anyone looking to level up their strategic thinking and influence as product managers."
Bercin
March '26 Cohort
Product Manager · Coda
"This training was really helpful. It made me think about how I handle strategy and stakeholders in my day-to-day work. The examples were clear and easy to relate to, so it was easy to follow. I also picked up a way of thinking/method can start using right away."
Iveta
Jan-Feb '26 Cohort
"Excellent course for PMs who want to drive product vision and make strategic decisions rather than execute stakeholder requests and manage delivery. The course provides a great deep dive into the mindset and tools to succeed! Homework and in-class assignments let you practice and apply learnings immediately."
What's included
Three weeks from now, will your leadership be able to see your work?
You can be running the same sprints with the same outcome, or you can be walking into roadmap reviews able to connect every feature to a number your leadership cares about. The work in front of you does not change. What changes is whether anyone above you can see it.