At my mid-sized company, given the size of the org, we executed on large projects with a one single formal product review. For young PMs though, it’s a valuable learning ground on decision making and best-practices. On one hand, it takes time to get things done and is slow. Product proposals go through multiple formal reviews before getting signed-off for development. ProcessĪt large companies, the product process is established and well-understood. You’ll focus on deciding what to build when and for whom. At the extreme end, the PM role is more of a pure prioritization role. You’ll still be working in the areas of customer success, product analytics, and user research to name a few.Īs the company grows, more specialized roles and functions get added. You’ll have some support from Design, Sales, Marketing etc.
At the 40 person mark, early kernels of various departments start to form. If you’re a PM at a start-up with <10 employees, then you’re mostly doing everything apart from building (and sometimes that too). There will always exist examples in the wild that deviate from these norms. There are 6 key dimensions by which the product roles can vary:Īt a high level, these distinctions are somewhat of a broad generalization. By building products in these roles, I have observed key dimensions along which the PM role varies by. About a year ago, I joined the product team at Coalition, when it had 40 employees. Then I transitioned into Dropbox and by the time I left the company, we had about 4000 employees.
As an APM out of school, I joined a mid-sized company called APT (then acquired by Mastercard), when it had ~400 people. Here, I’ll shed light on the dimensions that these roles can vary by. And whether they should go in for a role at a small company or a large one. Product managers early in their careers or aspiring PMs often ask me how the size of the company affects the role. One of the main reasons for the PM role to be quite different across companies is company size. The nature of the role, expectations, and how it fits into the rest of the organization can be different. We all know that a product management role varies quite a lot from company to company. He is currently a product lead at Coalition and previously led product teams at Dropbox and Applied Predictive Technologies (Mastercard). Ketan Nayak is a product manager with close to a decade of experience working in the enterprise SaaS space. Editor’s note: The following is a guest post.
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