---
title: "Product & Technology Leadership: Building the Function, Not Just the Feature"
description: "Aleksandr Filippov has led product and technology work since 2011 — building and running teams, owning delivery across roles from head of technology to AI product lead, hiring and evaluating engineers against a senior bar, and driving company-wide adoption of what his teams ship."
date: "2026-08-27T07:00:00Z"
last_updated: "2026-08-28"
build_time: "2026-08-28T03:11:43Z"
skill_name: "Product & Technology Leadership"
skill_description: "Product and technology leadership since 2011 — building and running teams, owning delivery from head-of-technology to AI-product-lead roles, hiring against a senior bar, and driving organization-wide adoption of what ships."
skill_category: ["leadership-adoption","ai-product-strategy"]
since: "2011-01-01"
last_used: "2026-08-28"
related_skills: ["product-management","stakeholder-management","agile-methodologies","scrum","business-analysis"]
related_projects: ["air-api","aila"]
related_experience: ["ai-product-manager-at-spotware","business-analyst-and-scrum-master-at-spotware","head-of-technology-at-amega","project-manager-at-spalvalo"]
certifications: ["psm-one-by-scrum-dot-org","agile-project-management-professional-certificate-by-atlassian","develop-your-skills-as-a-software-project-manager-by-linkedin-learning","getting-started-as-an-agile-project-manager-by-linkedin-learning"]
keywords: ["Product Leadership","Technology Leadership","Team Building","Technical Hiring","Cross-Functional Leadership","Mentorship","AI Adoption","Delivery Management","Stakeholder Alignment"]
license: "https://creativecommons.org/licenses/by/4.0/"
canonical: "https://www.alexfeel.info/skills/product-technology-leadership/"
---

I have been leading product and technology work since 2011, and the constant across every setting is that **the deliverable is a working function, not a delivered feature** — a team that ships without me in the loop, a practice that outlives the project, a product whose adoption someone owns. The documented arc on this site runs from heading a company's technology function — directing a ten-person team, owning the stack, answering for delivery — through project and delivery leadership, to building a corporate AI function from its first hire: defining the roles, designing the practical tasks and review criteria, and personally assessing **100+ candidates and applications** while holding a senior bar for months rather than hiring down.

Day to day this skill is mostly judgment under disagreement: aligning engineering, support, marketing, and executives around a bar everyone can name; saying no to work that reads well and measures badly; giving a team enough autonomy to surprise me and enough direction that the surprises compound. Mentorship is part of the job rather than a virtue — the people I have led are the strongest argument for how I lead. The most recent test is also the largest: driving **company-wide adoption of AI tooling** across engineering, QA, DevOps, and analyst roles, where the leadership work — onboarding, support channels, capability rollout in increments people actually absorb — mattered as much as the technology. The roles that document this arc are in the **Related Experience** panel above.


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