Excited to share a bonus episode of Trying to Product.

In this episode, Parv and Alex dive deep into the art and science of roadmap planning for product managers. From aligning with company vision to prioritizing features and balancing stakeholder expectations, they uncover the strategies that ensure a product's success. Whether you're a newbie PM or a veteran in the field, this episode offers valuable takeaways to elevate your roadmap game. Tune in and chart a clearer path for your product's future!

To Connect with Parv:

Twitter:https://twitter.com/ParvSondhi  

LinkedIn:https://www.linkedin.com/in/parvsondhi/ 

To Connect with Alex:

Twitter: https://twitter.com/alexcox245  

Email: alex@alexcreates.me

Product managers are in high demand because of their ability to spark change across a wide range of industries and business models thanks to their broad grasp of technical, commercial, and design skills. The real difficulty is choosing which one to work for.

Key Highlights

[00:03:03] Today’s topic: How to pick a company as a product manager

[00:04:14] How choosing a company has changed over the years for both Parv and Alex

[00:16:31] Key things that stand out for product manager before joining a company

[00:24:34] The pathway and the growth piece around PMs when joining a company

[00:32:40] Red flags for PMs when choosing a company

[00:38:49] Quick optimizers before choosing a company

Notable Quotes

• The biggest way to unblock myself in PDR writing is by putting something down on paper and getting started. Whatever it is, whatever you have in your mind, write it down, whether it's a paragraph or a page.
• As a mature individual, the way you think about picking the company also stems from learning more or being on the job more and figuring out what you actually enjoy.
• The scope is the breadth of responsibility you have across a particular aspect of the product.
• Learning is such a personal factor that's so different for everyone. Each one has a different definition of learning, but it's still key to your overall growth in a career.
• Your biggest chance of becoming financially free in Silicon Valley is not to work at a bank; it's typically actually to work in a late-stage startup, an IPO, or have some big exit.
• One of the things I was thinking about was that it's important when I join a company that there is an acknowledgment of what the growth looks like in your role, especially for a PM, given how ambiguous it is.
• The growth piece around PMs when joining a company is less important as much as the learning.
• When you think about where you want to work, it's not just where you're working at the moment and a few years down the road; it's eventually; how does that fit into your actual narrative of where you want to be?
• One thing I've just learned may come from a hint of the privilege there, but I feel everyone should try everything.
• As a PM, it's so varied across different types of companies and industries that the more you try, the more you figure out what works for you as a PM.
• PM is like a good jumping-off point because it allows you to see a lot of different roles and play in those areas of different roles like marketing, engineering, and design, so you’re ultimately able to learn all these different disciplines and then see if you want to keep climbing that product manager ladder, or you want to do change careers or switch things up. So it gives you much flexibility that I think many other paths don't.

To Connect with Parv:

Twitter:https://twitter.com/ParvSondhi  

LinkedIn:https://www.linkedin.com/in/parvsondhi/ 

To Connect with Alex:

Twitter: https://twitter.com/alexcox245  

Email: alex@alexcreates.me

Where do companies position specific skill sets on their ladder? What does the career ladder look like for PMs? It's a topic that can be ambiguous, and the role of PMs can be structured differently in different companies. Level 3 PM in one company could have a completely different role or level compared to a Level 3 PM in another company, one might actually be the equivalent of an L4 or L5 in another company, but it can be difficult to know for sure.

It's important to understand your level and clearly understand the expectations and requirements of the position you are applying for. It's also important to communicate with your interviewer or recruiter early in the process to ensure that you are being considered for the appropriate level role. Mis-leveling can lead to disappointment, frustration, and wasted time for both the employee and the employer; therefore, it's crucial to have clear and open communication to avoid confusion and misalignment of expectations.

While there is no set rule for transitioning into product management, it ultimately depends on the company and its role. However, this chat may provide some insight for listeners on potential paths based on their experience. Please stay tuned!

Key Highlights

[00:00:30] This week’s topic: Levels of product management

[00:03:28] Levels of product management

[00:05:47] First level: L3

[00:08:33] Junior PM level of product management

[00:11:02] Second level: L4

[00:12:46] Third level: L5

[00:15:59] Required skill set for L4 & L5 managers

[00:17:15] Senior PM level of product management

[00:20:59] Individual Contributors and Product Managers

[00:21:39] Fourth level: L6

[00:27:44] Director level

[00:32:40] VPs and Senior VPs

[00:37:29] Recap of the levels of product management 

Notable Quotes

• From what I've heard from people in the APA programs, I’m jealous. It sounds like a lot of fun because it’s like the best of the PM life, but none of the stresses of the PM life.
• The difference between being a Level 4 and Level 5 employee is not only about years of experience but also depends on the company and how well you perform in the interview process. So, the line between Level 4 and Level 5 is very blurry.
• When you think about the roles of a Project Manager (PM) and Senior Project Manager, you may be looking at employees from Level 4 to Level 6 and potentially looking at spending years between those three levels.
• The Project Manager (PM) ladder is a bit different in the management track because PMs have a lot of leverage, so there is not a need for many PMs to handle a lot of tasks, even on large websites.
• A potential use case for Principal Project Managers is managing more critical things in terms of complexity and impact but still within the boundaries of their product or zone.
• The stress increases as you move up the ladder. It may be linear or like a stepwise function, where each new level increases the stress by a certain amount.
• As a PM, you have more guidance on direction and strategy and are confined to improving a subset of the product. However, problem statements become more ambiguous and open-ended as you move up to higher levels.
• The role of a CEO is to handle the most critical issues that others cannot solve. They are the final point of escalation for problems and are responsible for figuring out how to solve them.

Resources:

Podcast website: https://www.tryingtoproduct.com/

To Connect with Parv:

Twitter:https://twitter.com/ParvSondhi  

LinkedIn: