AI is moving fast. But the fundamentals of what makes a great product haven't changed. The best product leaders right now aren't chasing AI. They're using it with intention, staying grounded in the user problems worth solving and the value propositions worth building. A weak value proposition is still weak in the AI era, but for the first time we can lower the risk and cost of sorting the weak ideas from the strong. Teams can now run bets that would have died in a planning cycle, validate ideas that couldn't survive a three-year roadmap, and build entirely new product categories that established organizations could never justify before. At the same time, that unlock creates its own challenge. When possibilities seem endless, knowing what to pursue becomes the hardest part of the job. In this session, we'll use the story of how Forbes built an entirely new Games product category from scratch to explore two shifts that are redefining what it means to be a great product leader in the AI era. First, how AI changes the economics of experimentation in ways that make previously impossible bets suddenly viable. Second, and more importantly, how AI creates a new and harder version of the PM's core challenge: when you can build almost anything, selection becomes the most critical skill you have.