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Enterprise Product Management
What's your framework to prioritizing needs/deliverables when you're the first Product Manager at a company establishing the function?
How do you think about the differences between "enterprise" product management and SMB or mid-market?
How do you balance building for large potential customers before they buy vs having the sales team sell what you already have?
What is your strategy for how much engineering resources you dedicate to custom work for large enterprise accounts vs core roadmap?
How does the product manager role change when you’re focused on enterprise customers vs mid-market and SMB?
Working on an enterprise product, how often do PMs get a chance to make a significant impact? (As opposed to work on small/specific features)
What do you look for while hiring a junior PM candidate, especially someone who might not have had a prior PM experience? What assignments would you typically ask as part of recruitment?
Where do you draw a line between having technical skills and having product mgmt skills?