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

I don't think I've had a single surprise across my various tech product management roles. 

In general, I would say my most surprising aspects when I moved to a product role has been the amount of work that goes into non-engineering aspects. For example, how much influence marketing or finance can bring into the success of a product. Partnering with these organizations taught me a lot since I came from an engineering background.

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.