All related (4)
Devika Nair
Director of Product, Oracle Cloud Infrastructure, OracleJuly 20

If you are already working in an organization with an opportunity for such a role, that is the easiest way to transition. If not, look at how your current strengths can be used in the new role. 

In general, you want to show potential employers that you aren't new to all aspects of the job. For example, product (or engineering or program if those are the roles) skillset, domain knowledge and culture fit could be the top requirements for a role. If product skillset is the only one you lack, and you can show side projects/college projects were you demonstrated these skills that would help. You want to make sure you can show your domain expertise and culture fit alongside these side projects for the teams to find you the best fit for the role.

Vasanth Arunachalam
Director, Technical Program Management, Meta | Formerly Microsoft
I talked about my take on desirable qualities in one of my previous responses, so I’ll focus on the common mistakes I’ve personally made in my career in the past, that hopefully will help others avoid those pitfalls. * Mistaking motion/effort for progress (This is also one of Meta’s posters on the wall in our campuses) * Rushing to prove my value (whenever I switched roles or teams). * Not being able to articulate the “So what” well. Eg: I’ve launched this shiny new feature, so what? * Assuming everyone has the context (and motivations) that I have * Assuming everyone understand...
Navin Ganeshan
Head of Driver Products, Amazon Relay, Amazon
(Reposting this from a related question)  A technical product manager at Amazon is generally referred to as a Product-Manager-Technical (PM-T). A PMT can have ownership over a product, a functional area or even a program, but their primary focus is on formulating the vision, the strategy and roadmap for that area. They are also ultimately responsible for the end metrics of adoption, quality and effectiveness of the features they deliver. They are also the primary customer champions synthesizing their current pain-points, as well as anticipating future needs. They develop concept document...
Devika Nair
Director of Product, Oracle Cloud Infrastructure, Oracle
Two constant challenges for me in any product role has been finding the right way to say no. This could be to your customers asking for a particular feature or your organization that has decided to prioritize certain aspects differently.  The best way to overcome this challenge is by having your facts and data clear. For example, it is easy to convince leadership about your prioritization rationale if you have data to back up your claims, whether it is potential revenue or customer impact.