At Intuit, we believe the foundation of great product management is a relentless focus on customer problems. As a Staff Product Manager, much of Jason Wirth’s day revolves around identifying those problems, validating solutions, and supporting my team to deliver high-quality outcomes.
Read on to understand what a day in the life of Jason Wirth, Staff Product Manager at Intuit, entails.
Customer Research
The day often begins with some form of customer research. This might include direct interviews, reviewing product feedback, or analyzing behavioral data. While we certainly want to identify and resolve product issues, a product manager’s primary objective in speaking with customers is to deeply understand what truly matters to them. We look beyond surface-level feedback to uncover the underlying problems they are trying to solve. This context shapes our product direction and ensures we are investing in the areas that create meaningful value. Ultimately, by solving the right problems for our customers, we’re building the foundation for sustainable growth for our business.
On any given day, we also may spend time with one of our Partner Council customer groups. These customers have opted into a closer partnership with us because they feel the pain points we’re addressing most acutely. We work with them over weeks or months to test new concepts and early product iterations. These programs are critical to our process. Before scaling a new feature more broadly, we validate whether it meaningfully solves the core problem for this highly engaged audience. Their feedback helps us refine the experience and build with confidence that we are on the right path.
Team Collaboration
The next part of the day is typically focused on collaborating with my product squad to translate these insights into solutions. Like many modern product teams, we work as a unified team including design, engineering, and product management and often include specialists such as data scientists or AI experts, depending on the problem we’re solving.
Our goal is twofold: first, to ensure we are working on the right problem, and second, to help the team execute effectively. In practice, this means working through trade-offs, reviewing designs, evaluating technical constraints, and continuously iterating on our ideas. Design for delight permeates our day-to-day and week-to-week; we regularly work together to ensure we understand the customer’s ideal state, broadly consider solutions and identify key assumptions which need testing.
Many decisions product managers make are small and tactical. A few are larger and more strategic. But regardless of scale, the standard remains the same: make high-quality decisions that move us closer to delivering meaningful outcomes for our customers.
A significant portion of time is also dedicated to coordination, aligning across teams, sharing our vision, and ensuring our work integrates smoothly with broader initiatives. At Intuit, many of the problems we solve, such as automating bookkeeping or simplifying transaction categorization, span multiple teams and domains. Ensuring clarity and cohesion across these efforts is essential to delivering seamless experiences for our customers.
This is also one of the most rewarding aspects of the role. Facilitating collaboration across disciplines often leads to some of our most innovative solutions. I’ve seen firsthand how bringing together differing perspectives, from engineering, design, or data science or even outside our triad through customer success, compliance, etc., can transform a promising idea into a product feature that customers truly love.
Being a product manager at Intuit means living at the intersection of customer empathy, technical execution, and business impact.
It requires a deep commitment to understanding problems, a disciplined approach to decision-making, and the ability to empower a team to do its best work.
Ultimately, our success is measured by the problems we solve for customers and the value we create for their businesses.
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