I joined as QE over 12 years ago. By taking a lead in online forums and a growing social network system, I put myself in contact with a lot more users than product management at the time was reaching. As my knowledge of the product and market space grew, I began making more product decisions.
When I first took the PM role for the product, PM was more of an evangelist role in our group. As our group became more data-driven, we've had to adapt and grow our typical PM skills of market sizing, prioritization, roadmap, and all the product vision and strategy that accompanies that. It's definitely a good transition and is making our product teams stronger.
When looking at new PM hires, crucial skills are being able to identify market (customer) needs, validate that with strong data, and prioritize requirements. It requires working closely with engineering, UX, marketing, and upper management. Especially when communicating with VP and Director level folks, being able to summarize the vision and course in a few words and justifying it with projects of growth in users or revenue is absolutely crucial.
I joined as QE over 12 years ago. By taking a lead in online forums and a growing social network system, I put myself in contact with a lot more users than product management at the time was reaching. As my knowledge of the product and market space grew, I began making more product decisions.
When I first took the PM role for the product, PM was more of an evangelist role in our group. As our group became more data-driven, we've had to adapt and grow our typical PM skills of market sizing, prioritization, roadmap, and all the product vision and strategy that accompanies that. It's definitely a good transition and is making our product teams stronger.
When looking at new PM hires, crucial skills are being able to identify market (customer) needs, validate that with strong data, and prioritize requirements. It requires working closely with engineering, UX, marketing, and upper management. Especially when communicating with VP and Director level folks, being able to summarize the vision and course in a few words and justifying it with projects of growth in users or revenue is absolutely crucial.