AMA: Barracuda Sr. Director, Product Management, Sheila Hara on Product Management Career Path

The most surprising aspect of transitioning from a Product Manager to a Director role was the significant shift in the nature of customer feedback I encountered. While I appreciated gaining more context and visibility at the strategic level, I found that my interactions with customers became predominantly centered around escalations and resolving issues. This contrasted with my previous experiences, where I often heard a balance of positive feedback alongside the challenges. Adjusting to this change meant focusing more on problem-solving at a higher level, though it also underscored the importance of maintaining a connection to the broader customer experience, beyond just their pain points.

When considering whether to stay at a company or look for opportunities elsewhere, I always reflect on the reasons I joined the role initially and evaluate how these align with my current experience. For me, a significant factor is the leadership I work under. I often say, "I join a role for various reasons but leave when the boss leaves." The departure of a boss whom I respect and have learned from can be a signal to reassess my position. It's important to evaluate if the change in leadership affects my ability to grow, contribute, and stay aligned with my professional goals. If these elements are compromised, it might be the right time to explore new opportunities where I can continue to grow and be challenged.

As a hiring manager, I've found that the best product management candidates share a common trait: intellectual curiosity. They possess a relentless desire to learn, explore new ideas, and understand the 'why' behind user needs and market trends. This curiosity drives them to continuously seek improvement, both for the product and in their personal skill set, making them invaluable assets in the dynamic field of product management.

When facing a situation where your manager isn't supporting your growth and opportunities seem limited, it essentially boils down to two choices: 1. Change your environment within the company, or 2. Change your environment by moving to a new company. If you feel stagnant, first attempt to seek new challenges, additional responsibilities, or mentorship internally. If these efforts don’t yield results, it might be time to consider external opportunities. There's no set timeframe for making this decision; it's more about evaluating whether you're still learning and growing. If you're not, and internal changes don't help, it may be time to explore new horizons. Trust your instincts – if you feel you're not progressing, taking proactive steps is key, whether it's internally or elsewhere.

As a Product Manager, selling 'no, not now' to stakeholders involves clear communication and strategic reasoning. Transparency is key! Explain the rationale behind prioritizing other tasks or projects, focusing on data and the overall product strategy. Emphasize how current priorities align with the company's goals and customer needs. Offer an alternative timeline or roadmap for their request, demonstrating that their input is valued and considered in future planning. Being transparent about resource limitations and strategic decisions helps in maintaining trust and understanding with stakeholders.

In a product management interview, my favorite question came up: "What is the best product you have ever used, and why?" I took a creative approach and presented myself as the product. I detailed my skills, experiences, and the unique value I could bring to the team, framing my abilities and potential contributions in the context of product features and benefits. This approach wasn't just about showcasing my qualifications; it was about demonstrating my ability to think innovatively and market effectively - crucial skills in product management. This self-referential presentation resonated with the interviewers and played a significant role in my successful hiring. Given this was umpteen years ago :)

To justify a pay raise, it's important to present metrics that clearly demonstrate your value, impact, and contributions to the organization. Here are some key metrics and accomplishments you might use: 1. Performance Against Goals: Highlight how you've met or exceeded specific performance goals or targets set for your role. 2. Revenue Growth: If applicable, show how your work has directly contributed to an increase in revenue or sales. 3. Cost Savings: Provide examples of how you've helped the company save costs through efficiency improvements or innovative solutions. 4. Project Success: Detail successful projects you've led or significantly contributed to, particularly those that have had a positive impact on the company. 5. Productivity Improvements: Demonstrate any improvements in productivity, either through your direct work or through process improvements you've implemented. 6. Customer Satisfaction: If you've contributed to increased customer satisfaction or engagement, use data from customer feedback or satisfaction scores. 7. Team Impact: Show how your leadership or collaboration has positively impacted team performance or morale. 8. Professional Development: Highlight any additional qualifications, certifications, or training you've completed that enhance your value to the company. 9. Market Benchmarking: Provide research on typical compensation for your role in the industry, showing how your current pay compares. 10. Innovations and Initiatives: Mention any innovative ideas or initiatives you've successfully introduced. Remember, the key is to tailor these metrics to align with the objectives and values of your organization and to clearly articulate how your contributions have had a tangible positive impact.

As a Product Manager, a key frustration is the pace of progress; often, things don't move as swiftly as I'd like in response to evolving market trends. However, this challenge is also an opportunity. It allows me to use my influence to motivate and unify the team. This role as a 'pulling force' helps us navigate complexities and maintain our commitment to quality, despite the urgency to accelerate. Ultimately, this balancing act turns a potential frustration into a chance for leadership, teamwork, and meaningful progress.

As a Product Manager, when assessing a new opportunity at a different company, I use a three-pronged framework: alignment, growth, and impact. 1. Alignment: Does the company’s vision, culture, and product align with my personal and professional values? 2. Growth: Will this role offer opportunities for learning, skill development, and career advancement? 3. Impact: Can I make a significant contribution to the product and the company? Do I have the potential to influence and drive meaningful change?

In the field of product management, there isn't really a "typical" career path. Product management is highly flexible. Some product managers may transition into related fields like marketing, sales, or even corporate strategy. Others might find their niche in a particular stage of product management and choose to specialize rather than move up the ladder. The path can also be nonlinear, with professionals moving between companies, roles, and industries based on opportunities and personal interests. Moreover, the startup ecosystem offers a different trajectory, where roles and responsibilities can be more fluid, and one might rapidly move into higher management roles based on the success and growth of the company. In essence, while there are common steps in the career progression of a product manager, the journey is often unique and tailored to each individual's skills, experiences, and career aspirations. A typical path may look like: 1. Entry-Level Role (Associate Product Manager, Product Analyst, etc.): Many product managers start in entry-level roles, which might be titled Associate Product Manager, Product Analyst, or a similar designation. These roles often involve supporting more senior product managers, conducting market research, gathering customer feedback, and learning the basics of product lifecycle management. 2. Product Manager: After gaining experience and demonstrating skills in product development, strategy, and execution, individuals often move into a Product Manager role. Here, they take on more responsibility, managing entire products or significant features, making strategic decisions, and working closely with cross-functional teams. 3. Senior Product Manager: With continued success and experience, a Product Manager can advance to a Senior Product Manager role. This position typically involves managing more complex products or product lines, mentoring junior team members, and having a greater influence on the strategic direction of the product portfolio. 4. Lead Product Manager or Group Product Manager: Some companies have a role for Lead or Group Product Managers, where professionals manage multiple related products or a team of product managers, ensuring alignment and synergy across products. 5. Director of Product Management: Moving up, the next step might be a Director of Product Management, overseeing a larger portfolio of products and leading a bigger team of product managers. This role involves more strategic planning and less day-to-day product management. 6. VP of Product or Chief Product Officer: At the top of the career ladder, one might become a VP of Product or Chief Product Officer (CPO), responsible for the overall product strategy of an organization, aligning product development with business goals, and often being part of executive leadership.

If you're a non-IT professional looking to start a career in product management, it's important to recognize and leverage your transferable skills. Many skills that you might have developed in other roles can be extremely valuable in a PM position, even if they don't seem directly related at first glance. For example, let's say in your first job, your boss asked who managed the finances in your household. This question, while seemingly unrelated, actually taps into a key aspect of product management: resource and budget management. Managing household finances requires careful planning, prioritization, and strategic thinking – all of which are critical in overseeing product development budgets and resources. Another important aspect of product management is the ability to remain calm and think on your feet in stressful situations. Imagine during an interview for a PM role, your laptop fails to boot up for a presentation. If you had emailed the presentation to your boss beforehand and also carried it on a USB, this preparedness would demonstrate your foresight and meticulous planning. Additionally, staying composed and quickly adapting to the situation would showcase your problem-solving skills and ability to manage unforeseen challenges – a common occurrence in product management. Both the above stories are mine from my first job interview for an associate product manager. I was an engineer at that point, moving to product management. These examples highlight several transferable skills that are invaluable for a PM role, especially at the middle management level: 1. Strategic Planning and Budget Management: Skills gained from managing personal or household finances can translate into effectively overseeing product budgets and resources. 2. Problem-Solving and Risk Management: The ability to anticipate potential issues, prepare contingency plans, and address problems as they arise is crucial in product development. 3. Adaptability and Composure: Being flexible and maintaining your poise under pressure are important traits for managing the uncertainties and fast-paced nature of product management. 4. Communication Skills: Your ability to convey your ideas clearly and effectively, as shown by being prepared in the interview, is essential for collaborating with teams and stakeholders. 5. Leadership and Team Coordination: Any experience in leading or coordinating efforts, even in non-work settings, can be a strong foundation for team management in a PM role.

To achieve promotions and support colleagues in their career advancement within the same company, I advocate a systematic framework. First, it involves 'auditing your own skills' to understand one's current capabilities. Next, we 'audit the role' desired, pinpointing the specific skills and experiences required for that position. The crucial step is conducting a 'gap analysis' to identify areas for development. Once these gaps are identified, I recommend the 70/20/10 approach for professional development. This means 70% of learning should come from on-the-job experiences, 20% from mentorship or coaching, and the remaining 10% from formal courses or training. Regular discussions with managers to align expectations and track progress are essential in this process. This methodical approach has proven effective in charting clear paths for promotions and growth within the company for me.

To get into a SaaS-based company without prior experience, focus on highlighting transferable skills and demonstrating a strong understanding of the SaaS model and its market dynamics. As a starting point, emphasize core competencies like customer-centric thinking, strategic planning, and data-driven decision-making. For a Product Manager role, it's crucial to showcase your PM competencies, such as product lifecycle management, cross-functional collaboration, and agile methodologies. Additionally, showcasing a proactive approach to learning about SaaS-specific challenges, such as customer retention strategies, cloud technologies, and subscription-based revenue models, can be a significant advantage. Networking within the industry and gaining certifications or training related to SaaS can also bolster your profile.

apologies for the long read, in advance When considering the growth of Product Management competence within an organization, it's crucial to strike a balance between nurturing internal talent and bringing in fresh perspectives from the broader market. Both approaches have their unique advantages and can complement each other in building a robust PM team. Growing PM competence internally offers several benefits. It promotes a deep understanding of the company's culture, processes, and products, which can be invaluable in product management. Internal candidates are already aligned with the organization's vision and values, potentially reducing the onboarding time and ensuring a smoother transition into PM roles. Moreover, providing career growth opportunities internally can boost morale and motivation among employees, showing a clear pathway for professional development. On the other hand, hiring from the broader market brings in new perspectives, ideas, and experiences that can be vital for innovation and staying competitive. External hires can challenge the status quo, offer insights from different industries or markets, and infuse the team with diverse problem-solving approaches. This diversity in thought and experience can lead to more creative and effective product strategies. Regardless of the source of talent, it is crucial to maintain the same hiring rigor for both internal and external candidates. This ensures that all team members, whether homegrown or sourced externally, meet the high standards expected in product management roles. Rigorous hiring practices help maintain quality, foster a culture of excellence, and ensure that the team has the right mix of skills and experiences to succeed.

To overcome domain hiring bias in product roles, emphasize the transferability of your PM skills and your aptitude for learning in your resume. Highlight experiences that showcase your adaptability, problem-solving abilities, and your knack for quickly grasping new domains. Stress on your track record of successfully managing products or projects across various industries, if applicable. Demonstrating a willingness to learn and adapt can be as compelling as specific domain experience, as the core competencies of product management are largely universal and adaptable across different domains.

In situations where you're frequently assigned project management tasks instead of product management responsibilities, it's important to proactively address the issue: 1. Communicate Clearly: Have a candid conversation with your manager about your role and the type of tasks you're being assigned. Express your desire to focus more on product management aspects, emphasizing your skills and interest in areas like product vision and impact-driven development. 2. Define Roles and Expectations: Seek to clarify and define the boundaries between project and product management within your team. Propose a clear delineation of responsibilities that aligns with your role as a product manager. 3. Demonstrate Value: Take initiative where possible to showcase your product management skills. This might involve presenting your insights on product vision or proposing strategies for impact-based product development. 4. Seek Mentorship: Engage with a mentor within the organization who can guide you in navigating this transition and advocate for your involvement in more product-centric roles. 5. Continuous Learning: Keep enhancing your product management knowledge and skills. This will not only reinforce your expertise but also provide you with additional tools and frameworks to advocate for a product-focused approach in your team.