How to Get into Product Management, and Grow to be a CPO

Reflecting on my journey from an Engineer to PM to VP of Marketing to CMO and CPO, I've come to appreciate the evolving responsibilities and key attributes at different levels of product management, and surrounding disciplines.

The inspiration for this article stems from an increasing number of personal requests I’ve received for coaching advice to either: transition into a product management career, or how to ascend to the highest post in the role of Chief Product Officer (CPO)

Pre-PM Career Level - So you wanna be a Product Manager 😀

Before stepping into the role of a product manager, the groundwork is crucial. My career began as an engineer, which provided me with a solid technical foundation. It was also a bit schizophrenic, in that as a former engineer I knew how certain features would be hard to develop. However as a new PM my role needed to focus on the market, customer and business need, and I needed to leave the hard work to those in Engineering who now knew better than me.

However, the positive side of being a former Engineer was understanding the intricacies of product development from the ground up. This gave me an edge, and the empathy and technical knowledge I possessed allowed me to have credibility with my Engineers. By the way, it helps greatly if you start your PM career by transitioning from Engineering to PM within the same company. Your relationships with former engineering colleagues will give you a much needed head start.

If you’re interested specifically in my Eng to PM transition check out my interview here on the topic

I have taken on several engineers into my PM orgs over my career as I understand the speed and adaptability of this path. Most critically the transition to product management requires more than just technical know-how. It’s about developing a holistic view of the product lifecycle, market needs, and customer pain points.

For those coming from marketing or other non-technical roles, the path is different but equally valuable. The key lies in leveraging your unique perspective on market trends, customer engagement, and strategic communication. Bridging the gap between marketing and product management involves immersing yourself in the technical aspects of the product while maintaining your strength in understanding and advocating for the customer.

"You’ve got to start with the customer experience and work back toward the technology – not the other way around." -Steve Jobs

A customer first mindset is essential for aspiring product managers from any background. A little known fact is that back in the early 80s, Microsoft recruited PMs with no technical know how, but actually PMs from consumer packaged goods company like Proctor and Gamble.

PM Level - You’re a PM, now what? 🙃

Starting as a product manager, the focus is clear: ensure the product meets market needs and is delivered on time. This demands deep user research, defining precise requirements, and prioritizing features that matter. Any failure in these areas can significantly impact the product’s success. At this level, adaptability and curiosity are crucial. The market is ever-changing, and so is technology. Being able to adjust to these changes while maintaining a relentless curiosity about customers and the market is key. These traits helped me navigate early challenges and established my foundation for future roles.

Here are my 6 C’s of Awesome Product Managers

Adaptability and curiosity align with Jeff Bezos' principle

"Be stubborn on vision but flexible on details."

As a PM, you always need to stay committed to the overarching goal while being agile enough to navigate the shifting landscape of technology and market demands. Word of caution though, in this fast paced environment, perfect is the enemy of good. Fail fast is a common refrain, and I have always advocated for a minimum lovable product (MVP).

Read more about MLP and other ways to accelerate product launches

Director or Lead Level - It’s not just only you anymore 🤝

As I transitioned to a Director of PM role, the responsibilities expanded. Now, it wasn’t just about the product but also about managing a team and executing strategy. For some individual contributor roles, you might have the Director title but not the managerial responsibility, either way, your work and activities should reflect a wider responsibility for your team.

For those that now have a team, ensuring alignment and working towards common goals becomes paramount. Balancing tactical execution with day-to-day team management is essential. It’s about enabling your team to shine while keeping an eye on the strategic direction. For lead PMs, you learn to inspire and guide teams towards a common goal, this includes those in cross functional groups that aren’t necessarily PMs. Fostering an environment where the team feels motivated and aligned to seeing the bigger picture is a first step beyond individual contribution and leadership at the next level.

"Leadership is about making others better as a result of your presence and making sure that impact lasts in your absence." -Sheryl Sandberg

VP Level - Take charge and deliver relentlessly 💪

Reaching the VP level involves a significant shift in responsibilities. As a VP of Product Management, you own the product vision and strategy but in some cases, depending on size of the company, and how comfortable your CPO or CEO is with your presence 🤣, not yet the board-level visibility and comprehensive go-to-market (GTM) influence.

At this level, you are responsible for ensuring your product portfolio aligns with the company's strategic goals while managing larger teams and more complex projects. Regardless of being an VP, the objective is the same as you took on when you were an PM, it’s about bridging the gap between high-level strategy and execution, and a maniacal customer focus.

At this point in my career, I reported to great CEOs rather than CPOs, as the startups I was at didn’t have CPOs. Or maybe the term wasn’t yet vogue. Yes I’m that old 😀. Learning from these visionary leaders was invaluable. As such mentoring and coaching have been crucial parts of my role at all stages, so I endeavor to give back often. Today I actively mentor 12 or more individuals outside my Acceldata product organization. Throughout my career I’ve had the privilege of coaching several VPs of Product Management who have since become CPOs, and several marketers who have since grown to be CMOs and even CEOs. Seeing their growth and development has been one of the most rewarding aspects of my career.

Learn more about how you can coach and mentor your way to the C-suite here

"The only thing that prepares you to run a company is running a company." -Ben Horowitz

For a VP of Product Management, the ownership and responsibility of being in the seat is the appetizer needed for the main course, the role of CPO.

Chief Level - You own it all now, what next? 🙈

At the executive level, the horizon broadens, so much so that there is no end to the perspective you need to foster. Core responsibilities go beyond just setting the overall product strategy and aligning it with the company’s business goals. Neglecting any perspective, whether it be customer need, market landscape, shifting innovation, partnership opportunities, competitive chess moves, can lead to a rapid loss of market position and revenue. The role demands that every product decision aligns with and in most cases shapes go to market strategy.

As a CPO you should be relentlessly assessing and steering your company towards Product Market Fit (PMF)

I’ve been a CPO of software companies who have platforms. A platform isn’t a platform without a thriving ecosystem of ISVs and GSIs. The CPOs role is crucial in uncovering opportunities to partner. Focused on whole product offerings for the customers, which comes with benefits of referral channels, faster GTM, and filling in gaps in product functionality, while the tech team works on the upcoming roadmap.

Learn more about my perspective on how to partner with ISVs and GSIs here

Being a visionary and influential leader is the bare minimum qualifications for this position. Having a clear vision for the product and the ability to communicate it effectively to various stakeholders, including the board and investors, analysts, senior executives at customer and partner organizations is critical. Influencing and aligning cross-functional teams around this vision ensures that the product strategy is executed seamlessly.

"We always overestimate the change that will occur in the next two years and underestimate the change that will occur in the next ten." -Bill Gates

You’re also representing your company and what makes the product unique and the best. Speaking publicly and promoting the company and key ideas through social channels, like LinkedIn, IMHO is a key part of the job.

Here are my tips for up leveling your LinkedIn profile

Final Thoughts - The World’s your Lobster 🦞

I’ve been very fortunate to have gone through all the PM stages listed above in my career. How long I spent in each stage would not only give away my age 😀 but wouldn’t be relevant to you, since times have changed, and your path, achievement and speed will depend on your hard work, your finding the right support and mentorship, and also a little bit of karma and good fortune.

Throughout my career, I’ve found that success in product management at any level requires a blend of skills. From engaging with customers and partners to representing the company with analysts, every aspect contributes to the bigger picture. Each role builds on the previous one, creating a path where learning and adaptation are constant companions.

I hope this article was useful. Of course it’s too short to do justice to many of the fine-grained details. LinkedIn is full of magnificent experts and resources to help you advance throughout the next stage of your career.

I encourage aspiring product managers to embrace the journey with all its challenges and triumphs. The skills you develop and the experiences you gain will shape not just your career but the products you bring to life. Embrace every step, and let your passion drive you forward.

"Be passionate and bold. Always keep learning. You stop doing useful things if you don’t learn." -Satya Nadella