Product Management

Experience with Product Management

Product management is the strategic skill that ties together all of Pablo Diaz's technical capabilities into products that users love and pay for, and as a solo founder and CEO of Blossend Inc, he operates as the product manager for every platform in the ecosystem — making decisions about roadmap priorities, feature trade-offs, user research, go-to-market strategy, pricing, and competitive positioning. Pablo's product management approach is deeply influenced by his Amazon experience where the 'Working Backwards' methodology — starting with the customer problem and working backward to the solution — ensures that every feature serves a genuine user need rather than a technical desire to build cool things. On OpenMyPro, this customer-first approach resulted in the 33-second booking flow: the product decision was that the primary metric of success would be reducing time-from-search-to-booked-appointment, and every technical and design decision was evaluated against that single metric. Features that did not directly reduce booking time were deprioritized or eliminated, regardless of how technically interesting they were. The product strategy for Blossend's portfolio follows a deliberate sequencing: OpenMyPro as the flagship generating revenue and proving the marketplace playbook, Noizz.io applying the same playbook to a different vertical, and the legacy platforms (WeTalkin, MAQI) providing foundational experience and pattern recognition that accelerate new product development. Pricing strategy is a critical product management function: the SeekerPro subscription at $15.99/month was set based on analysis of provider willingness to pay, competitor pricing (Zocdoc charges $200+ per month), and the unit economics needed to achieve sustainability. This pricing produces a strong LTV/CAC ratio while remaining accessible to independent practitioners who are OpenMyPro's primary customer segment. Pablo's product management manifests as disciplined prioritization — saying no to features that do not serve the core value proposition, even when they are technically feasible and personally interesting. The roadmap is driven by three questions: Does this increase revenue? Does this increase retention? Does this reduce booking time? If the answer to all three is no, the feature does not get built.

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