Owned technical internal and customer-facing products at NEWR for 5y. Things I learned: 1) Engs on your team need to trust that you understand technical boundaries and params of the solution space, not just customer context. That credibility goes miles for team productivity...
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2) Understand deeply where your product fits in dev workflows. What parts does your product have to own vs. lean on existing standards / practices / tools? 3) Internal customers (engs) are amazing for feedback. They aren't your customer, but they are a great proxy for dev needs.
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I come from a non-technical background and work with a team of developers on highly technical products. I have earned their trust by fighting for them constantly and using my strengths to collaborate with them, offering the voice of the consumer.
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And, you should ask a million questions early on to learn their language. I don't know how to do what they do, but I know how to talk with them about it.
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*looks up from describing how making users too quickly took down the entire company* Hi, yes, sup?
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The ones I've seen do well jump into learning with both feet. They need to not only understand the basics of the tech but also gain the respect of the developers they are working with. More often than not I've seen very technical teams chew up and spit out non-technical PMs.
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I'm semi-technical. I've owned super technical products (including infra). Doing well here is not that different than doing well in other areas. It helps to be able to read code and understand what it is doing. But that's kindda it.
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PM's job is to deliver a product whether they are a non tech pm or not. This requires some effort into understanding the tech. But, goes both ways. PM should also check relevant team members understand the tech: Sometimes, the tech and data structures are new to tech team too.
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