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Vasanth Arunachalam
Vasanth Arunachalam
Director, Technical Program Management, Meta | Formerly Microsoft • February 2

It could be a combination of any of these things -

  • Look at data (dashboards, customer feedback channels, internal partner team feedback) to check progress (on product success, platform performance)
    -Take any actions necessary (filing bugs, resolving a SEV)
  • Supporting your cross functional team to deliver on roadmap projects
    -Brainstorm product and technical solutions.
    -Sprints, design reviews, code reviews
    -Removing blockers
  • Look at data to proactively surface opportunities, hot spots, technical bottlenecks etc
  • 360 communications often tailored meticulously for the target audience
  • A lot of meetings (Product reviews, Roadmap planning, Decision making etc)
  • Ideating and planning for the future (Strategy)
  • Upkeep or morale and motivation for team. TPMs often act as the glue for the entire team.
  • And ideally they are having loads of fun doing all these
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Devika Nair
Devika Nair
Director of Product, Oracle Cloud Infrastructure, Oracle • July 20

To me, the best part of being a Product Manager is that there is no typical day. There is a mix of working with your engineering partners, talking to customers, partnering with other organizations, and sharing info with executives or dealing with escalations. A day to day also differs greatly depending on the phase of your product.

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Vasanth Arunachalam
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...
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Navin Ganeshan
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...
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Devika Nair
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.
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