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Although the title has manager - product managers don’t manage anyone and controls no budget and yet is responsible for the end result . In other words - you need to be really good at leading by influencing and generating consensus and compromises efficiently . That part is where consultants generally have a strength that you can reuse
I would say 95% or more of product manager roles in companies I know are like VP 1 describes it. Probably the most frustrating part of being a PM.
Some company’s Product Managers are managers they manage a team of product owners so just depends on the operating model your going to be a part of.
Following. My research so far, lead me to an understanding that moving to a technical product manager role first and then moving up to a PM role makes sense.
Technical pm usually means a coding test. Although I've managed technical teams, I couldn't pass a coding test. How do you overcome that hurdle?
Are you good with numbers? Can you take the pressure to own a P/L and/or the full responsibility of the fate of a product? Can you tell an emotionally inspiring and logically convincing story for even the most seemingly mundane product? Be a mentor for your team and a diplomat for stakeholders? An engineer at heart and designer by practice? If so, you’re in