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Oliver Berger
Product & Strategy Advisor | Mentor | Consultant
Professional Background
Oliver Berger is a distinguished expert in cloud technology and automation, leveraging his extensive background in product management and strategy to help companies optimize their AWS environments. With a passion for innovation and efficiency, Oliver has dedicated his career to alleviating the pains of manual DevOps work and managing high AWS bills through automation. As a co-founder of GorillaStack, he has played a pivotal role in developing tools that simplify cloud management and facilitate seamless operation for businesses of all sizes.
Having served in various capacities such as the Chief Product Officer at Stake and Head of International Product at MySpace, Oliver brings a wealth of experience to the table. His love for technology and its applications in business has allowed him to transform the way organizations think about cloud operations. By working closely with clients, he ensures they derive maximum value from their cloud investments, making GorillaStack an indispensable part of their tech toolbox.
Oliver's approach combines technical acumen with business strategy, resulting in streamlined operations that empower teams to focus on higher-value activities. His work in the tech industry has shaped the landscape of cloud management and DevOps, making him a sought-after consultant and mentor for aspiring professionals in the field.
Education and Achievements
Oliver's educational background is both diverse and impressive. He pursued studies in Physics, Italian, and French, which equipped him with a unique analytical skill set that he has applied to different facets of his career. He further honed his business acumen by obtaining a Master of Business Administration (MBA) from the University of New South Wales (UNSW), an esteemed institution that provided him with a solid foundation in business strategy, finance, and operations.
His career is marked not only by his achievements within organizations but also by his commitment to mentoring and advising emerging leaders in the tech industry. As a former mentor at Startmate, Oliver dedicated his time to guiding startups in refining their products and strategies, encouraging innovation and growth within the entrepreneurial community.
Oliver's professional journey features numerous leadership roles, including that of the Chief Product Officer at Stake, where he was instrumental in shaping product vision and driving the company's growth trajectory. Moreover, as the Co-Founder of GorillaStack, he significantly contributed to the development of a platform that targets automation in cloud management, providing companies with the tools they need to efficiently manage their AWS transactions and operations.
Throughout his career, Oliver has consistently demonstrated an aptitude for product development, which is evident from his time as Head of Product at KarmaDownload.com and as Product Manager for notable companies including MySpace and Destra. His roles allowed him to manage product lifecycles and deliver impactful solutions that resonate with users.
Notable Achievements
- Co-Founder of GorillaStack: Under Oliver's co-leadership, GorillaStack has emerged as a vital player in the cloud automation landscape, helping businesses save on operational costs while maximizing efficiency. The platform is well-regarded for its ability to automate AWS processes, thus freeing up valuable time for companies to focus on their core competencies.
- Chief Product Officer at Stake: In this role, Oliver was at the forefront of product strategy, overseeing the development and implementation of policies that propelled Stake’s success in a competitive market.
- Leadership Roles at MySpace: Oliver’s tenure at MySpace involved multiple key positions, including Head of International Product and Product Manager for Australia and New Zealand, where he successfully led initiatives to enhance the platform's user experience during crucial years of its development.
- Mentorship and Consulting: Oliver's passion for sharing knowledge and fostering growth in the tech community is evident in his various roles as a mentor and consultant. He has provided strategic guidance to startups and established companies alike, helping them navigate the complexities of product management and cloud optimization.
Oliver Berger is not only a leader in the field of cloud management and AWS automation but also a mentor and advisor dedicated to imparting knowledge and encouraging innovation throughout the tech industry. His combination of technical skill, strategic insight, and commitment to excellence sets him apart as a notable figure in the realm of product management and cloud services.
Highlights
The best founders hire for diversity… but not in the way you may be thinking.
A lot of founders ask me what they should be optimising for when they’re hiring their product team and my number 1 answer is always diversity.
Not necessarily of gender, race or age (plenty has been written, form your own opinion)... but instead diversity of skillset and attributes.
I’ve worked with product managers who are: 🤓 - Subject matter experts 💪 - Rough around the edges but will run through brick walls to get projects done 🎻 - Classically trained experts at running scrum and optimising tickets 🎨 - UX experts 💻 - Very technical … and much more
The more you can hire for these diverse approaches, the more balanced your product team will become. This leads to high performance.
That being said, for any of the above, there are some non-negotiables when I’m hiring.
These are the traits I optimise for:
🦊 - Strategic - Think strategically about the product and the market. They can identify opportunities, develop plans, and execute on those plans.
🚑 - Responsive - But Not Reactive. They have to be responsive to feedback from users, stakeholders, data, and the business. Well-considered and not solely to “please” stakeholders.
👫 - Collaborative - The Product Manager must be able to collaborate with a variety of stakeholders. Being collaborative doesn’t mean delivering everything that stakeholders want. They should be able to synthesise a range of inputs in order to arrive at an output with conviction.
👓 - Transparent - Transparent with stakeholders about their decisions. They should be able to explain why they made the decisions and how decisions will impact the product. Stakeholders respect a “No”.
📣 - Communicative - Able to communicate effectively with all stakeholders. Great product managers are able to clearly articulate the steps to achieve an outcome and bring the organisation on that journey.
🙋♀️ - Accountable - For the success or failure of the product. They should be willing to take risks and make unpopular decisions. As the founder you must foster an organisation that creates a safe space for the risks and decisions.
♻ - Efficient - Efficient in their work. The best product managers are able to prioritise tasks and focus on outcomes as defined by KPIs and OKRs, not prioritise based on features.
🏃♂️ - Bias to Action - Momentum begats momentum, once product teams start pushing incremental change the culture is set and it’s hard to stop.
🔬 - Data informed - Not quite data led. They use the data, lean on it and test hypotheses. They monitor, review and iterate constantly. Conversely, 80% of quick decisions won’t kill your organisation and are entirely reversible. Be sure that they sweat the right decisions.
The importance of many of these traits will become apparent as you build your company.
It's beholden on you as a leader to create the culture where these characteristics can thrive.
Founders, stop taking responsibility!
To get the most out of your product function, you need to hold them accountable for the outcomes.
This means leveraging your vision, pillars, OKRs and other insights to define 💚 problems 💚 for them, not offer them 🛑 solutions 🛑 .
As a founder, you have an extremely clear vision of the problems you want solved.
Give the product team the tools and the autonomy to take those problems and synthesise them into tangible products so you can hold them accountable.
Create a safe space for your product team to take risks in delivering.
If an employee comes to you to make a decision, consider and convey the following anecdote, originally conceived by Willam Oncken Jr and Donald L Wass:
🐵
Imagine you’re walking down the hallway when an employee stops you with a problem (the "monkey" 🐒 ). They describe the issue and wanting to be helpful, you say, "I'll take care of it." The monkey, which started on their back, has now jumped onto yours.
As the day goes on, you collect more monkeys from other employees, taking on problems that aren't technically yours.
By the end of the day, you’re overwhelmed, working late, and feeling stressed, while your product team goes home relaxed and with no stake in the outcome.
The moral of the story is that founders often take on responsibilities that belong to their team, which leads to burnout, inefficiency and a lack of ownership.
Instead, guide your team in solving their own problems, keeping the monkeys where they belong—on the backs of those who should be handling them.
If they're absolutely unable to handle the moneys, they should come to you with: ✅ A recommendation of next steps ✅ A list of options that have been discarded in favour of that recommendation
In this way, the monkey stays with the employee.
This approach has the benefits of: ✅ Growing and developing the employee ✅ Imbuing a sense of ownership in the team ✅ Freeing up your time to focus on higher impact initiatives
📸 Bonus: a dated picture of me getting a monkey off my own back!
