Diana Stepner is a product leadership coach with over 20 years of experience building global product teams across startups, enterprises, agencies, and consulting. She co-authored Next-Gen Product Management and believes that developing people is more fulfilling than launching products. Diana’s approach combines extensive leadership experience with human-centered coaching to help product leaders realize their potential. She partners with clients to enhance self-awareness, align actions with vision, and develop authentic leadership styles. Her diverse background includes roles at E.piphany, Salesforce, Razorfish, and more, complemented by a MIMS from UC Berkeley and an MBA from Boston University.
Before you became the business titan you are today, enlighten us about the thrilling adventures of your pre-business life.
I was in Product Leadership roles around the world, from startups to enterprises to digital agencies and consulting.
Could you elaborate on the nature of your initiative/ business/current role, highlighting its purpose and the ways it benefits people?
As a product leadership coach, I partner with ambitious product leaders to unlock their potential. After 20+ years building global product teams, I discovered developing people is more rewarding than launching products.
I help clients develop self-awareness, align actions with vision, and embrace authentic leadership. My people-first approach focuses on fostering psychological safety, building trust, and empowering teams while navigating product management ambiguity.
What distinguishes my coaching is the combination of extensive product leadership experience across diverse environments with evidence-based coaching methods that deliver practical, immediately applicable insights for more effective leadership.
What has been the response of the users/consumers towards your venture? (You can also talk about your recognitions/ achievements here)
My coaching practice has resonated strongly with product leaders seeking to enhance their leadership effectiveness. Clients report significant transformations in their leadership approach, with many advancing to senior roles or launching their own ventures after our work together.
Next-Gen Product Management, my co-authored book, has gained positive recognition in the product community for its practical frameworks. I’ve been invited to speak at major industry events including Mind the Product and ProductCon, sharing my people-first leadership philosophy.
My credibility stems from blending extensive product leadership experience with certified coaching methodologies. However, my greatest achievement is witnessing clients discover their authentic leadership voice and build thriving, innovative teams.
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Product Community
As a woman entrepreneur, what changes do you hope to see in the world and what opportunities are you seeking?
As a woman entrepreneur in product leadership, I hope to see more diverse voices in leadership positions bringing varied perspectives to create better products and inclusive workplaces. I want environments where psychological safety is prioritized and authentic leadership styles are valued.
I’m seeking opportunities to expand my coaching practice to support more diverse product leaders, partner with organizations committed to people-centered leadership, and develop accessible leadership content that builds on my book’s frameworks.
Women now stand shoulder-to-shoulder with men in the workplace, breaking through glass ceilings to reach the top. What are your thoughts on women’s leadership today?
Women still face significant workplace challenges. Despite some progress, gender equality in leadership remains elusive with persistent “bro culture” in many industries, especially tech.
Women continue encountering systemic barriers including gender bias, pay inequality, and unwelcoming environments. Statistics confirm women remain underrepresented in executive positions, while many female leaders report working harder than male colleagues to prove themselves while navigating leadership style double standards.
True progress requires addressing these structural barriers rather than assuming the glass ceiling has been shattered. What specific workplace changes do you believe would most effectively support women in leadership?
Share your Website and Social Media Handles
dianastepner.com
