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Technical Product Management
Does the TPM need to theoretically be able to do/know how to do everything the engineers are doing (but they just aren't actually do it)? Some examples will be nice!
What's the biggest challenge you've ever faced as a product management leader and how did you overcome it?
It seems like a PM role is stretched in multiple directions - business goals, engineering, customer satisfaction etc. How do you determine what's more important to focus on?
What metrics do technical product teams look at to define success? Which do you find to be the most important?