Being a Product Owner in 2025 with Monica Belle | SmartChats E02 by SmartLogic

Hi and welcome to Smart Logic's Smart Chats. I am Dr. Bri Bellavati and today we are speaking with Monica Bell, director of software development at Brooks Publishing. And today we're talking about what it means to be a software product owner in 2025 as well as how is her team leveraging the latest tech including AI. Could not have a chat and not talk about AI. How they're using it to build and improve on their products. So, Monica, hi, welcome. How are you doing today? >> I'm doing great. How are you? >> Fabulous. So excited to be chatting with you and to be sharing some of your thoughts and your expertise with the world today. So, why don't we kick us off with, you know, helping to inform our audience. Tell us a little bit about yourself, your role, your background, and kind of what led you to where you are here today. >> Sure. I graduated from Duke University with a bachelor's degree in computer science. And shortly after that, I was hired by Brooks Publishing. So my first role was actually being a web coordinator. So working on websites. We were working on transitioning a hardcoded HTML website to something that's more dynamic and database driven. And then one day I was asked to be technical lead for our very first online product. And then as they say, you know, the rest is history. So, I've been there for 21 years now. And whenever I say that, I say I'm so old. Oh my goodness. So, currently I am the director of software development. So, I'm the product owner for all of our web- based and online applications for books publishing. And then I've also recently obtained my MBA from Kapper School of Business from Carnegie Melon. >> My goodness, you've been a busy D. So many wonderful accomplishments. So, a lot to be proud of. And I know we've been working uh Smart Lodge have been working with Brooks Publishing for over a decade. I mean, many many years past that now. And so, >> close to 15 years. >> My goodness, how time flies. So, yeah, really excited to get into it and to hear kind of your experience evolving as this product owner of these enterprise applications. So, thinking of that, you know, what is it like being a product owner of an enterprise world? There is never a dull moment. I have to say first off. So it's something for me that's really challenging and incredibly rewarding. You know both at the same time. You have to balance you know that big picture strategy with the real world user needs. So you're really connected to your customers and users and knowing that you know every decision you make affects these users. That's really a real sense of responsibility that comes with being a product owner. So it's really about you know that mix of planning, organizing, listening, problem solving, and you know that constant collaboration and communication. >> Outstanding. And I think you know you said it so easily. However, how do you really make those decisions though? So you have all these different users, different states, different kind of entities with different needs and everyone has a thought, a question, a feature request or a need. So, how do you sit in that seat to make those decisions of what to build next and what to say no to or what to put on that list of like, okay, that's a great idea. We'll get to it. >> That's a very good question. And I would say that our structure in terms of our team at Brooks Publishing is very unique. So, typically, you know, your product development team will be separate from your customer support team. my dynamic implementation team that know we wear lots of hats and we really do it all. And so that actually gives us the opportunity to really connect with our customers and sort of be their voice. They're involved with all aspects of product development, customer support. So we're really engaged across that entire life cycle. And so I'm able to translate those user needs, their pain points to my stakeholders and to the development team as well. in terms of you know deciding what to say no to what to say yes to it's it's always hard to say no but you have to do it um as a product owner so three things that I typically look at is you know what is the impact how is this new feature or build going to improve the user experience or solvable pain point you also sort of have to look at strategic alignment so you know does what we're doing move this product forward and doesn't align with our strategic goals and then also the feasibility. You know, how much does it cost? Can we deliver it well with the resources and the time that we have? >> So, it sounds equal parts balancing and juggling at the same time. Maybe you should go into the circus. It sounds like a lot of skills that that could be beneficial there. You know, I also um you you said something that really resonated and it's the how your organization's set up and it sounds like there's a lot of cross department crossunctional collaboration. So you're not making those decisions in silos. >> Exactly. So we always want to bring in not only the voices from our customers but you know engage with sales and marketing. What are they seeing in terms of what the customer needs are? >> Great. So that's a great perspective as to how to balance those needs. But how else has this role kind of evolved? I mean you've been in it for a couple years just a little bit of time. You've seen things evolve and change. So, how has your role as a product owner changed and evolved with the rise of new technologies and new tools? >> That's a very good question and it definitely has evolved. I would say previously being a product owner that main focus is how are you going to execute you know you're managing the backlog clarifying requirements prioritizing which features you want to build and today I want to say it's more of a strategic role that's really centered on you know business value customer insights and then also your long-term product vision so now you have cloud platforms you know where we first have our online product. The cloud was literally, you know, the stuff in the sky. >> Truly. >> Yeah. AI. When we first did our online product, mobile applications and be able to download applications on your mobile device didn't even exist. So, even think iPads existed back then. So, there's so much more that you have to be responsible for and then be strategic about as well. >> Well, keeping in that vein, I mean, AI is everywhere. That's, you know, aside from you seeing the rise of iPads and technology and mobile first has definitely been a shift over the years, AI is here and it's a little bit of everywhere and there's so many ways to integrate in the work. What are some ways that you and your team are using it or experimenting with AI? >> Yes, AI is definitely everywhere and it's, you know, really exciting and scary at the same time. just the fast pace that is evolving. But one of the projects that my team is currently working on is developing AI support chat bots for applications. So we've gone through a process, you know, uploading our FAQs, all of our support documentation, you know, links to online tutorials. Right now, we're just testing and training it, making sure that it spits out the correct information. And then our next step will be to have our tech support team use this as internal resources and that'll allow us the chance to continue to train and test and then eventually we'll make it available to our customers. >> Yeah, that whole importance of training and testing that that human component of making sure that when you're leveraging these tools that they're reflecting the values, the accuracy, the answers that what what you want your organization to reflect. With that in mind, what are some other concerns that you have either with AI or what are some strategies or best practices organizations can can of put in consideration when trying to mitigate some of the concerns that they're having because we're we all have the gift is all right here in our fingertips to use it. But how to use it responsibly? What what are you guys experiencing at Brooks? So I think because we support online applications where data security and privacy is very important, we're definitely concerned just like with any technology, making sure that we're good stewards of our customers data. And then just going with our project, making sure that the information that we provide to our customers is accurate. Because one thing I definitely found with using chat GBT AI is perfectly capable of spinning out a wellthoughtout response that's completely wrong >> and articulately so. I mean, it sounds great. It's just it would be great if that was right. >> It sounds awesome. >> Yeah, it sounds awesome. Right. So, it's not like here's a red flag. This is an error. It's like oh no, I'm going to eloquently say my error and it's up to you to catch it. >> Right. So I think you know the ways to sort of mitigate those concerns that we have is to make sure that we sort of go the strong data governance framework as we continue to start using AI focusing on transparency and explainability and then keeping humans in the loop reviewing what the answers are is always going to be important as we move forward. >> Love it. All right. So thinking about more holistically the role um obviously you work with many different vendors. We're just blessed to be one of them. For those businesses out there who are looking to engage with development partners, what advice would you give and like what's important for your team to to find that right fit to to choose a good vendor partner? >> It's a very good question and I actually like to look at the what I call the four C's when it comes to selecting a development partner. The first C, and this is probably the most important, is communication. I'm always worry of a development partner that always says yes to anything that we say as a client, but sure, you can do that. Sure. >> Yes. Yes. Of course. Yeah. >> So, I appreciate a vendor that, you know, isn't afraid to push back and let you know what the trade-offs are, what the risk are, and what the best solution is. So, communication is definitely key. you know, are they asking the thoughtful questions? Do they seek clarity? And are they ensuring that, you know, we're aligned with our goals and outcomes? The second C is collaboration. So for me, it's important that we find the right partner that works with us and not just for us. So they're really sort of extension of our internal team. Strong collaboration means you're being a good steward of the product. you're helping us to make decisions that support long-term value and not just short-term delivery. And then the third C is competence. Making sure they have the technical depth to build well. And then the judgment to make sure that they're making really sound architectural decisions. And then competence means understanding scalability, security, accessibility, and you know, being a really responsible steward of our data because technology does keep evolving. I definitely want to make sure I have a vendor that's continuing to learn and sort of grow their skill set so that they evolve, you know, along with the technology as well. >> Wow. What a great framework to that and we can, you know, take that lens of the four C's and apply that for whatever vendor for what any industry, any kind of partnership. I think those are pretty timeless and and tested and true. So, excellent advice. >> There's one more C. >> Oh, oh, I see. Jump in the gun. Here I go. >> And so, I think the other C is consistency. So, being dependable, reliability is very important to us as a client. So, we're always looking for steady communication, predictable delivery, and consistent quality across the board. That consistency helps us to build trust. And, you know, if you're working with a vendor for over 15 years, trust is definitely something that we've built and continue to to grow. >> Well, that just makes us, you know, we're honored and blessed to be your partner for those things. And I think for us when we're looking for for partners and clients as well, those four C's are the same for us as what we're looking for as well. We need partners. We need to understand your goals. We need to make sure that we're being good stewards and communicating. And so I think it's it's relevant both ways. But excellent advice for looking for vendor partners as to how to approach that. So that's how to find a good partner. If you are a startup or a smaller organization or you're stepping into a product owner role, do you have any advice or lessons that you've learned that could help somebody jump into that a little bit smoother? >> I would say that relationships matter just as much as your strategy. So you need to be able to build close relationships with your customers and then also being able to translate and communicate those customer needs to both your developers and your stakeholders as well. And I've actually learned this through my MBA program. But being able to use real data and key value metrics to be able to tell a story to help guide your decisions and that really helps stakeholders understand why building this new feature or build or going in this direction is very important. I would say make sure you don't neglect the fundamentals. So, you know, keeping that backlog manageable, understanding your product deeply, making sure you're setting outcome-driven goals rather than just task lists that you check off is very important. And then most importantly, I would say make sure you celebrate the wins no matter how big or small. So, make sure you highlight progress whether it's from the team or from the product itself. that really helps to reinforce the momentum and keep the stakeholders aligned. >> Excellent advice. All of those bullets. I think the being able to tell your story is super important because as a product owner, you're intimately connecting with the vendors who are making it. You're in the backlogs. You're looking at tickets acceptance criteria. You're you're in the weeds and you're intimately in the both the tech lead weeds as well as the weeds of engaging a diverse stakeholder group. So, you're going to have people in your organization that you're responding to or board members that you're replying to who might not be techsavvy, who might not have that background, might not understand what it costs to build and what that trade-off is. So, I think you hit a really good point of being able to leverage data to be able to tell a story so you can demonstrate value and explain like we need to do this and this is why I'm advocating for either these dollars, these this funding for this feature, but here's how it's going to benefit users here. It's going to help sales get new acquisitions and being able to tell that story, I think, is a a great skill set that you have and one that those tips can really help others. All right, so Monica, before we wrap up, I always like to give a quick sound bite of any message you want to share, any takeaways to anyone that you want to do. It could be a promo, a sound bite, anything about the world. You've got an open mic, so why don't you take a minute or two to just share any last thoughts of what you want to share out to the world? >> Sure. I think one thing think thing about going back to one of your previous questions you know when you decide you know what to do or what not to do there's always the question of innovation versus making sure that your product is stable and that's sometimes a tough balance to have. So you definitely want to make sure you're innovative because you want to make sure you're remaining competitive in the marketplace, making sure that you're supporting the customers and the customers remain excited, but at the same time, you know, to make sure the systems up and running consistently, that the performance is good and that it's secure as well. And so one analogy that I like to use is it's almost like a child's Christmas list. when they're visiting Santa, you know, of course they're going to have all the toys, all the shiny objects on the list, but by the time you know, you get to what's actually under the tree, it might include some of those shiny objects and toys, but you're also going to include, you know, the pajamas, the socks, the coat, everything that the child needs to be well-rounded for the holidays. I think that's a a great takeaway and a timely takeaway given that the time and the season that we are in, you know. Um I think that it's it's really easy to get distracted with the shiny new or we we need to have that cutting edge thing, but you know, to your point, especially when you're dealing with enterprise software that has data, health data, childhood data, personal information that needs to be highly protected, it's important to make sure it's as secure and stable as it needs to be to hold to that as well. So, excellent advice and I Hey, I'm always looking forward to socks under, you know, under the tree. I remember as a kid I was like, "Mom, socks." But now I'm like, "Man, I need some new socks." So, um, >> exactly. >> You know, for my loved ones out there, I uh I'm a size seven and a half and I like them squishy and cushy. So, I'm just sharing that. Monica, always a true delight chatting with you. Appreciate your time today to impart some great tips. We got some frameworks for choosing vendors and how to stay a breast with technology and make those balance and those trade-offs. And so you left us with a lot of great nuggets. So thank you for your time today. >> Thank you so much >> and have a great day. You too.

Certified Scrum Product Owner | Software Development Life Cycle | AI In this episode of SmartLogic’s SmartChats, Dr. Bri Bellavati sits down with Monica Belle, Director of Software Development at Brookes Publishing, to talk about what it means to be a product owner in 2025. Monica shares insights from 20+ years of shaping enterprise software, from balancing competing stakeholder needs to making tough decisions around feature prioritization, long-term strategy, and product stability. She also offers a grounded look at how her team is beginning to integrate AI, including support chatbots, testing workflows, and data governance considerations. Whether you're a product owner, tech leader, or a team navigating the AI era, Monica’s frameworks (including her “Four Cs” for choosing vendor partners) are packed with practical, thoughtful advice. 00:00 Introduction & Guest Welcome 00:50 Monica’s Background & Career Journey 02:22 What It’s Like Being a Product Owner 03:32 Decision-Making & Balancing User Needs 05:45 Evolving Role of Product Owners & New Tech 07:07 Leveraging AI: Opportunities & Concerns 10:05 The Four Cs of Choosing Vendor Partners 13:17 Advice for Aspiring Product Owners & Final Thoughts Watch to learn: * How the product owner role has evolved with the emergence of the cloud, mobile first development, and now AI * Strategies for making smart product decisions while juggling the needs multiple stakeholders * Testing and training AI systems responsibly * What to look for in a great development partner (Communication, Collaboration, Competence, Consistency) * Advice for new or growing product owners stepping into leadership SmartChats is a short-form interview series from SmartLogic spotlighting thought leaders from all realms of the software development lifecycle. Topics discussed in this episode: * Monica’s path from web coordinator to Director of Software Development * What being a product owner at enterprise scale actually involves * Balancing strategy, user needs, timelines, and stakeholder expectations * How her team structures cross-functional communication and decision-making * How the product owner role has evolved alongside new tech (cloud, mobile, AI) * Brookes Publishing’s approach to experimention with AI and building customer support chatbots * The importance of training, testing, and human oversight in AI systems * Data governance, accuracy, and mitigating AI risk * Monica’s “Four Cs” framework for choosing a vendor partner * Practical advice for new product owners: relationships, data storytelling, backlog fundamentals * How to advocate for resources using outcomes and metrics * Balancing innovation vs. product stability in enterprise software Links mentioned: https://smartlogic.io/ https://brookespublishing.com/