In improv theater, "Yes, and" is the foundation that keeps scenes alive, collaboration flowing, and creativity boundless. As a former theater owner, I lived by this principle. From stage to product management, I've seen that you aren't just saying "yes," you're also saying "no."
Inception, much?
The Hidden Power of No
Tech loves its buzzwords, and one that makes me cringe is the outdated catchphrase that product managers are "mini-CEOs" of their products (yeah, I know 😫). I've been a real-life CEO while running AdLib Theatre, and that comparison needs to be retired. The reality is much simpler. Both roles work best when you focus on making wise choices rather than taking on everything that comes your way. Product management isn't about power. It's about being thoughtful about what you say yes to. Because when you say yes, you are also saying no.
The Product Manager's Dilemma
Product management is an onslaught of competing priorities:
Feature requests from customers
Technical debt priorities from engineering
Revenue initiatives from sales
Strategic projects from leadership
Each "yes" to an initiative means saying "no" to another feature request. Each "yes" to a significant platform overhaul means saying "no" to quick wins that garner immediate delight. Like in theater, where saying "yes" to one performance meant turning down another opportunity, product management is an exercise in thoughtful and frankly ruthless prioritization.
From Stage Cues to Product Roadmaps
At AdLib, my priority was the financial and spiritual health of the theater. As a product manager, my focus is the health of our product and team. This sometimes means saying no to good ideas because while they might be good, they're not the right ideas right now.
I often think about the parallels between the stage and product. In theater, I couldn't cast every talented performer in every show. In product, I can't greenlight every promising feature request. In both worlds, success comes from careful curation and clear communication.
The Professional Edit
Just as every improv scene eventually needs an edit, every product decision needs regular reassessment. Sometimes, what was a "yes" needs to become a "no." Maybe that feature that seemed crucial six months ago no longer aligns with your strategy. That architectural decision that made sense last quarter needs revisiting.
In improv, we learn to recognize when a scene has served its purpose. Product managers must develop the same instinct for features, processes, and priorities.
Finding Your Path in Product

I've learned in both theater and tech that your effectiveness isn't measured by how many things you say yes to but by how well you honor and execute your commitments. Whether you're an accidental product manager like me or someone who planned this career from day one, success comes from:
Being intentional with your commitments
Understanding the opportunity cost of each decision
Having the courage to say no with grace and transparency
Recognizing when it's time to pivot or end initiatives that no longer serve your product's mission
The Curtain Call
Like your career path, your product roadmap is a series of improv scenes. Each decision is a "yes and" that propels you forward, but also a "no, because" (or "not now," but that's a different post) that keeps you focused. The art lies not in trying to do everything but choosing the right things at the right time.
In theater and product management, the most powerful tool isn't always the ability to say "yes;" it's knowing when and how to say "no."