Gavin Gee

There are already some good answers on this topic. However, I would like to add that beyond scope, impact, and stakeholder influence, the main shift between PMM and Snr PMM is autonomy. What does this mean? It means seeking out areas for improvement and problems that need to be solved without managers providing a step-by-step list of things to execute on. This is proactive problem solving without manager intervention. Another way to think about it is being proficient in the hard skills of the PMM who can break down work into deliverables and execute as a dependable IC. This is the foundation to then becoming a team manager for PMM where you have the ability to coach teams members on those skills.

The best scenario! This is your moment to shine. Build a concise view and communicate it succinctly using data. Include both how it aligns to a long term strategy and also what are the most important items to work on now. Critically include what we are not going to execute on. Before you know it you will be driving the entire company. Im a big fan of a narrative approach (6 pager) to accompany roadmap materials as this drives consistent alignment and lays out a logical approach to why roadmap decisions were taken, especially when communicating with stakeholders who are not experts in product roadmaps. side note: I very much like the book good strategy, bad strategy for helping with the 6 pager.