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Mentor
If PM is your goal, focus on getting exposure to software related projects. This can be anything around software!
Examples (including but not limited to): BA gathering requirements/meeting with end users, QA/testing, project management for a software build where you manage a project roadmap and budget, support, advising a tech company on competitive strategy and/or operations. Again, many more but this is a start.
In general, the biggest thing I think consultants wanting to switch into PM often are missing is true knowledge of how software gets built. You donât need to be an engineer to be good at the job, but you do need to know the language and how to work with engineering teams. You need to know the SDLC and understand the challenges that come along with building applications. The easiest way to develop this skill set is to be around software oriented projects.
Most of our firms have these types of projects available, you just have to position yourself to be staffed on them.
Thanks G1, I was thinking of getting a Tech MBA from Stern to make the jump. Do you think that will help? If not the Tech MBA, a part-time MBA to get into PM
Product. But only because I love the end to end creation of things. In product, you get real market feedback on what works and what sucks.
There are a lot of similarities between the product toolbox and the consulting toolbox though, including rigorous analysis, keying in on the so what, persuading people of different stripes.
Hereâs an article on how consulting skills can turn into product superpowers: https://productlessons.substack.com/p/build-your-superpower-as-an-ex-consultant
PMO
Mentor
I did want to add something because I misread the question initially. Sorry!
Both consulting and PM provide tangible skills, but in different ways. Iâd argue that PM is more impactful for essentially the same reason Product Lead 1 said...the ownership aspect, combined with the end to end nature of the role.
I am exposed to a broader set of topics, challenges, and situations in PM than I was in consulting, meaning I am required to have a broader array of skills to complete my job. The difference is, itâs all one product and one industry.
Itâs a bit confusing to explain but hopefully this makes sense. I think PM is better for breadth of skills for going deep on one specific role, whereas consulting is best for breadth of industry knowledge. This is also specific to my experience of course.
I have worked in places without intense meeting processes and that I could keep to 40 on my own terms (time flexible which is a major plus). Now I typically work 50-60 = which is too much and mainly a function of meeting heavy culture while still needing about 15 hours IC work. I am hoping to get back down to 40-45 to have time for other projects.