Technical Project Management, Product Marketing, and Product Management: An Evolution, Not a Career Pivot
Embarking on the dynamic journey of my early career, I've discovered a remarkable tapestry of interconnected roles that has uniquely shaped my professional narrative. Some may argue that frequent transitions in the early stages are unconventional, but why limit myself? In embracing diverse opportunities, I've cultivated a perspective that propels me beyond the confines of a traditional career trajectory.
Amidst the ebb and flow of various roles, I've unearthed a strength that sets me apart—I am not your conventional product manager; I embody the future evolution of product management. My foray into marketing has added a distinctive asset to my repertoire—I comprehend the intricacies of bringing products to market, orchestrating effective distribution strategies, and crafting successful differentiators.
Having engaged with countless PMs in the tech space, a fascinating revelation has unfolded—there is no standard mold. From backgrounds in humanities to software engineering, and even the less "technical" realm of marketing, each professional brings a unique flair. Through months of immersive experiences and apprenticeships, I've honed my skills, recognizing the wealth of similarities and the treasure trove of diverse perspectives within this vibrant community.
Now, I know that I'm not seasoned yet and I'm humbled by each conversation I've been having because each time, there's some new avenue, thought, or discussion that keeps me excited about this evolution in my path.
My advantage lies in understanding the art of making something stand out in the crowd. However, beyond my own lens, I've witnessed myriad crossovers and shared experiences that bind us together. This is not just my story; it's an observation to the collective tapestry of unique narratives that enrich the landscape of product management.
Cross-functional Collaboration:
Now this is my favorite part. It's all about relationships and being able to respect, agree, and collaborate with others. I used to be really self-absorbed in this specifically because I didn't trust that I was good enough at project managing to compare to these tech, content, and marketing wizards around me. But, then I realized that because I don't know what I don't know about doing their jobs that it's my strength to close the gap between groups because of trying to understand and respect their individual talents. Here's some ways I see it within each role:
Product Management: I collaborate with various teams, including development, design, marketing, and sales, to bring a product from ideation to market.
Product Marketing: I work closely with product managers to understand the product and its features, developing marketing strategies to effectively communicate value propositions. I've even had to understand extremely technical aspects of products that I've worked on and had to even stretch my muscles into interpreting this information for customers because sometimes that's required in order to be a good product marketing manager.
Technical Project Management: I collaborate with cross-functional teams to ensure project objectives are met within scope, time, and budget constraints.
Communication Skills:
This is definitely another favorite of mine: communication is key and it doesn't come easy. Sometimes, we don't know what we don't know about this part of our daily lives until we put it to practice everyday. I feel like even though I have had to be the primary communicator in my workplaces, I have learned repeatedly overtime how precision, relationship building, and comprehension of something being communicated is what will really move the needle -- for any type of relationship in your life.
Product Management: I require effective communication to convey the product vision, priorities, and roadmap to both technical and non-technical stakeholders.
Product Marketing: I craft compelling messages to communicate product benefits to the target audience.
Technical Project Management: I demand clear communication to ensure everyone on the project team understands their roles and responsibilities.
Customer Focus:
In all of these roles, there is always a client, even if they're internal. In fact I have now gone into thinking that everyone who is not me and a direct report is my client, including my boss. It's helped me to really focus on prioritization, communication, and pristine execution. Here's some thoughts about each of these roles in this context that I've had to do:
Product Management: I prioritize features and enhancements based on customer needs and feedback. I go on customer calls and get active feedback.
Product Marketing: I develop strategies to resonate with the target audience and address their pain points. I go on customer calls and ask for feedback, ideas, propose pitches, etc.
Technical Project Management: I ensure that the final product aligns with customer requirements and expectations. And, I go on customer calls to ensure that I have all the details to drive to the success of the project/product.
Problem Solving:
Every job will always have a problem to solve, even if it's a "which format is the best format to deliver this information?" This is what drives us to all get up in the morning and worry (sometimes) at night. Sometimes, they feel more intense than others,but ultimately we are trying to make our customers happy by solving their problems. For me, this is where it's always landed for me:
Product Management: I address challenges related to product development, market fit, and user experience.
Product Marketing: I tackle issues related to positioning, messaging, and competitive differentiation.
Technical Project Management: I deal with project-related challenges, including scope changes, resource constraints, and timelines.
Data-Driven Decision-Making:
I never thought I'd be a data gal, but was I wrong! And I'm sure glad I didn't let that stop me from diving into the analytics world and letting it propel me o make better decisions. The way I now make decisions is far different than when I started out because I think I finally understood that while a hunch and intuition after doing something for so long can be a good way to get something started, it's better to test your theories against real facts.
Product Management: I rely on data and feedback to make informed decisions about the product roadmap.
Product Marketing: I utilize market research and analytics to refine marketing strategies.
Technical Project Management: I use metrics and key performance indicators to monitor project progress and make adjustments as needed.
Project Lifecycle Management:
While there's a variety of things I've delivered from products to marketing projects/campaigns, I would say at the end of the day, they all take the same shape: they re a lifecycle. They all have a beginning, middle, end, and maturity for each thing.
Product Management: I manage the entire product lifecycle from ideation through development to launch and beyond.
Product Marketing: I align marketing activities with different stages of the product lifecycle, from launch to maturity. I have to understand my audience and give them what they 'want' as much as what they 'need' to the surface when I launch products, campaigns, etc.
Technical Project Management: I focus on project planning, execution, and closure, ensuring successful project completion.
Market and Competitive Analysis:
The only other opportunity to succeed based on data is using qualitative insights like market and competitive analysis. Helps in comprehending the competitive landscape and identifying opportunities and threats. Understanding market dynamics is essential for making informed decisions about product features, enhancements, and positioning. It's enabled me to identify gaps in the market that the product can fill or areas where the competition may be weak. This helps in developing features that address customer needs and preferences. It's also been an awesome tool to use when identifying market opportunities and threats, guiding the development of campaigns that capitalize on strengths and mitigate weaknesses.
Here's a few ways I'll do that in these roles:
Product Management: I conduct market research to identify opportunities and threats. I've done many TAMs now to address any potential threats.
Product Marketing: I analyze competitors and market trends to position the product effectively.
Technical Project Management: I understand the competitive landscape and market demands to align projects with business objectives. This is a great way to help me better scope for clients.
Conclusion
Because of all these reflections, this is why I think that people like me who are young in their careers and test out things and get good at them are the future of what product management will be in the long run. I seem to be the balance of product, tech, and marketing. "Speaking customer" is a language I'm fluent in, exemplifying a market perspective and distribution insight. I'm your teammate with clear communication skills between engineers and customers and analytical skills are now the backbone of my approach. I consistently used data and metrics in each role to drive improvements or define decision-making, aligning with your basic qualifications. As someone who has been a contractor, I have had to wear many hats and not only excel at being able to handle multiple tasks and manage changing priorities within a dynamic environment, it reflects the organizational skills sought for in the role.
What drives me toward Product Management is its profound impact on teams, customers, and business. Whether collaborating, mentoring, or fostering growth, I'm committed to making a difference. The emphasis on building strategic relationships aligns with my background in cross-functional collaboration as a Project Manager and Product Manager. My commitment to effective communication, trust-building, and handling sensitive information aligns seamlessly with your expectations. Taking on PM responsibilities, I ensured seamless journeys for polished product launches. My skills encompass formulating and communicating long-term strategies and overseeing execution in technical and non-technical domains.
In essence, this isn't just about my journey; it's about the collective journey of diverse professionals shaping the future of product management. Together, we contribute to a narrative that transcends boundaries and redefines the landscape we navigate.
Image is from HubSpot blog, not owned by Gabby Miele.
