AddressBe the product strategy champion. Work very closely with the Founder to conceptualize and launch products at a very fast pace, and to global-best standards and user experience
Play the ideal role of a PM:
Figure out what the product should do and then create the spec (the description of how it will work) as well as the messaging (the facts you want customers to understand). Then they work with almost every part of the business (engineering, design, customer support, finance, sales, marketing, etc.) to get the product spec'd, built, and brought to market. They ensure that it stays true to its original intent and doesn't get watered down along the way. But, most importantly, Product Managers are the voice of the customer. They keep every team in check to make sure they don't lose sight of the ultimate goal-happy, satisfied customers
The Product Manager's sole focus and responsibility is to build the right products for their customers. That's the job
A good Product Manager will do a little of everything and a great deal of all this:
- Spec out what the product should do and the road map for where it will go over time
- Determine and maintain the messaging matrix
- Work with engineering to get the product built according to spec
- Work with design to make it intuitive and attractive to the target customer
- Work with marketing to help them understand the technical nuances in order to develop effective creative to communicate the messaging
- Present the product to management and get feedback from the execs
- Work with sales and finance to make sure this product has a market and can eventually make money
- Work with customer support to write necessary instructions, help manage problems, and take in customer requests and complaints.
- Work with PR to address public perceptions, write the mock press release, and often act as a spokesperson
The Product Manager has to be a master negotiator and communicator
They have to influence people without managing them. They have to ask questions andlisten and use their superpower-empathy for the customer, empathy for the team-to build bridges and mend road maps. They have to escalate if someone needs to play bad cop, but know they can't play that card too often. They have to know what to fight for and which battles should be saved for another day. They have to pop up in meetings all over the company where teams are representing their own interests-their schedules, their needs, their issues-and stand alone, advocating for the customer
