From Art Lover to Product Leader: Debora Domass on PMing at the Museum of Modern Art
When people hear “product manager at MoMA,” they usually do a double take.
But for Debora Domass, it’s the perfect intersection of her two passions: art and technology. As a PM at the Museum of Modern Art, Debora helps bring MoMA’s vast collection—over 200,000 artworks—to life for visitors, researchers, and art lovers around the world. From managing digital access to the museum’s collection to supporting internal systems that track loans and conservation, Debora’s work ensures that MoMA’s mission meets the modern age.
In this spotlight, she shares how she transitioned from tech startups to nonprofit life, what she’s learned about navigating red tape, and how she’s found joy in bridging the gap between creativity and technology.
Debora’s Top 3 Takeaways for Product Leaders
1. Bring your whole self to your role, even if it doesn’t seem to fit on paper
Debora spent years working in ad tech, sharpening her skills in research, strategy, and product development. But she always had a deep love for art—and for a long time, the two seemed like separate tracks.
“I always loved art as a hobby and tech was my job. I never thought I could combine them.”
That changed when she saw a PM opening at MoMA. She realized her experience in technology could bring new life to the museum’s mission and vice versa.
2. Nonprofit product work is slower but just as strategic
Working at a museum isn’t like working at a startup. The stakes are different. The money is different. And the processes definitely are.
“There’s less risk-taking. Everything has to be carefully planned and justified. You can’t just ‘fail fast.’ I had to shift into a more research-driven, business-case mindset. Every proposal has to be backed up and aligned with broader goals.”
That change in pace forced Debora to become more thoughtful, strategic, and collaborative. The upside? She’s building solutions that serve not just a company, but a global institution.
3. Curiosity is your greatest asset, especially in unfamiliar territory
When Debora first arrived at MoMA, she saw processes that felt could be updated or optimized. But instead of trying to overhaul everything overnight, she brought ideas in slowly—and stayed open to learning why things were done a certain way.
“I had to balance adapting what I knew with learning how this space works. Some things couldn’t be done the textbook way—and that’s okay. Being open and curious, not assuming you know everything, is what builds trust and drives change.”
Q&A with Debora Domass
Q: What does product management at MoMA actually involve?
Debora: A lot more than people expect! From ticketing and membership to our digital art collection, there are so many touchpoints that involve technology. We’re also doing innovative things inside the museum—like digital signage, AI-generated art, and interactive visitor guides. It’s not just about external-facing tools. We manage systems that track where each artwork is, whether it’s on display, in storage, or on loan.
Q: How did you get into product management?
Debora: Total accident! I needed a job and found a role in strategy and transformation that eventually evolved into product. I loved the idea of constantly learning and asking “why.” Over time, I realized product was a perfect fit for my mindset.
Q: What’s been the biggest adjustment moving into the nonprofit world?
Debora: The budget and pace. Coming from tech, I was used to experimenting and shipping quickly. At MoMA, we’re funded by donors, and everything is transparent. So there’s more planning, more approval steps, and more stakeholder alignment.
Q: What skills did you have to develop to succeed in this environment?
Debora: Building better business cases. Bringing in data and competitor examples. And involving stakeholders early—before the solution is baked. That’s been key to avoiding pushback and getting alignment.
Q: What do you love most about your job?
Debora: Honestly? That I get to work on tech problems in an art institution. It’s a joy. Sometimes people at the museum see me as a wizard for doing things that feel basic to me, like making a system work better. But for them, it’s magic. And I love bringing that value.
Q: Any advice for PMs working in highly governed or traditional industries like nonprofits, finance, or healthcare?
Debora: Come with data. Show the why. Bring stakeholder input in early and offer options—not ultimatums. That builds buy-in and gives your ideas a better shot.
Q: What drew you to the Productboard Ambassador Program?
Debora: One of your sales reps actually suggested it! But seriously, I love what Productboard enabled when I used it: being able to drill into roadmaps and easily update different audiences with the right level of detail. That flexibility is huge, especially when I don’t want to be constantly maintaining PowerPoints.
Product Work Can Thrive Anywhere
Debora’s journey is a reminder that product work can thrive anywhere if you stay curious, align your work with real impact, and lead with empathy. Whether you’re at a startup, a museum, or anywhere in between, the fundamentals of product leadership stay the same: connect the dots, champion change, and meet people where they are.
📣 Want to connect with Debora and more leaders like her?
