Omar Ali: From Retail to Product Management - Lessons in Prioritization, Customer Focus, and Navigating Failure

We recently had the pleasure of speaking with Omar Ali, a seasoned Product Manager at Carrefour, Majid Al Futtaim. Omar shared his journey from working in various industries to leading product management in one of the most dynamic retail environments. In this interview, Omar dives into his approach to understanding customer needs, prioritizing product features, and handling the challenges of fast-paced decision-making. He also reflects on key lessons learned from failures and offers valuable insights for product managers looking to make a real impact.

What’s the most unexpected turn your career has taken, and how did it shape how you approach product management today?

I didn’t expect to move into retail after working in industries like government and automotive. Retail is so fast-paced, and decisions directly affect customers daily. It taught me to focus on quick feedback, be agile, and prioritize solving real customer problems.

If you could go back to your first day as a product manager, what would you tell yourself?

Don’t just focus on getting things done, rather focus on solving the right problems. Spend time talking to customers and building strong relationships with your team. Those things will help you succeed in the long run.

What’s your playbook for deeply understanding your customers and translating that into impactful products?

I talk to customers directly, watch how they use the product, and dive into data to find patterns. Then I test solutions through prototypes or simple versions (MVPs) before committing to big changes.

Can you share a specific example of a time when something surprising from customer feedback completely changed your roadmap?

We assumed customers loved flashy rewards in a loyalty program. But feedback showed they just wanted rewards to be easier to use. That insight led us to simplify the redemption process, which made engagement go up.

You’re managing products in one of the most dynamic retail environments. How do you decide what not to build?

If an idea doesn’t align with our key goals or address a clear customer need, I set it aside. I also use prioritization frameworks like RICE (Reach, Impact, Confidence, Effort) to evaluate ideas objectively and focus on the ones that bring the most value.

What’s the most underrated skill a PM needs to stay focused amidst competing priorities?

The ability to say no, but in a way that keeps people motivated. It’s important to explain why something isn’t a priority without shutting people down.

What’s a product or initiative you worked on that didn’t go as planned, and what did you learn from it?

We launched a payment feature but didn’t educate customers on how to use it. Adoption was low because we assumed they’d figure it out. I learned that clear communication is key for new features.

If you could write a “failure memo” about that experience, what would be the key takeaways for other PMs?

1. Validate that users are ready for the feature.
2. Make sure you explain the value clearly.
3. Watch adoption closely after launch and adjust if needed.

Retail is changing rapidly—what’s one trend or innovation you think most PMs are underestimating?

AI-driven personalization. Customers expect tailored experiences in real time, but many companies still rely on old methods. There’s a lot of untapped potential here.

How do you think product management in retail is fundamentally different from other industries?

Retail is about speed and impact. You get immediate feedback—if something isn’t working, you’ll see it in the numbers right away. It’s high pressure but very rewarding.

How do you personally stay sharp and continue to grow as a PM?

I read books, follow product blogs, and analyze products I admire. I also talk to other PMs to learn how they solve similar challenges.

What’s the best piece of advice you’ve ever received about building great products?

“Focus on the problem, not the solution.” This keeps you customer-centered and ensures you’re solving the right issues.

If you could distill your approach to product management into one sentence, what would it be?

Solve real problems for your customers and business with focus and clarity.

What’s one thing every PM should start doing tomorrow to be more effective?

Spend time with a customer, talk to them or watch them use your product. You’ll always learn something valuable.