Reading chapter one of Product Management in Practice truly resonated with me, especially after working in the dynamic environment of a US-based early-stage startup during last summer. The book’s depiction of the product manager’s role felt strikingly personal, echoing many of my own experiences. During my time as a product engineering intern, I often felt like I was wearing multiple hats, much like the product managers described in the book. Although my official title wasn’t “Product Manager,” the responsibilities I took on went far beyond typical engineering tasks. I found myself diving into software development, engaging with customers, assisting the sales team, and even supporting customer success initiatives. Additionally, I was tasked with leading projects from start to finish alongside colleagues from various departments. This blend of roles created a chaotic and unstructured environment, mirroring the challenges outlined in the text.
One statement from the book particularly struck me: “If you work as a ‘product manager’ at a very early-stage startup, you might find yourself spending most of your time doing work that feels like it has very little to do with ‘product management’ at all.” While I wasn’t officially a product manager, the expectation to navigate through diverse tasks made me feel like a cofounder without the same equity 🙂. The constant pressure to perform across different functions was exhausting, and there were times when the workload and stress was really immense. However, this process was rewarding: I felt ownership of the given task, I felt my work was important and had an immediate effect on the company as my work directly impacted both the product and the company’s growth.
However, a particularly challenging aspect of my role was accountability. When deals didn’t go through, the CEO would often reach out to me directly, questioning why things failed. I feel like it is an important aspect of a product manager.
Reflecting on these experiences, I have a few questions for the author :
- How can product managers in early-stage startups establish clearer boundaries and define their roles to prevent the dilution of their responsibilities across multiple domains?
- What strategies can product managers employ to manage expectations from leadership, especially when they are held accountable for outcomes influenced by factors beyond their control?
