Panel Discussion: Bring Your Product Manager to the Open Source Party
summary
Companies treat open source as a strategic business choice and must involve product managers in budgeting, compliance and upstream work; OSPOs look different — an engineering-heavy model like G-Research with 30–40 contributing engineers pairs contributions to revenue modeling and reports a ROI multiple, while a traditional compliance‑centered OSPO sits in a CTO/standards group as at Ericsson. Examples: Amazon cites 70–80% OSS usage across products, one project saved hundreds of thousands per year by replacing a vendor tool, and teams measure productivity gains like 10x faster builds.
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chapters (16)
- 0:00Product managers in open source
- 1:05Open source business strategy
- 2:07Panel introduction
- 7:29OSPOs and business goals
- 13:48OSPO organization
- 17:43Working with PMs and leaders
- 20:52Sponsorship and engagement
- 23:44Open source ROI
- 27:02Business scaling challenges
- 28:30Q&A on financial analysis
- 33:05Measuring open source impact
- 36:25Risk management in open source
- 36:46Branding via open source
- 39:19Finance team collaboration
- 40:57Team policy alignment
- 43:44Final takeaways
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