Hello all,
Currently in a client facing wealth management role with an interest in moving into a PM role in treasuries/ payments/Fintech. After some networking a product associate opportunity has come across my desk presented by the group's MD himself. I am in my 30's and would prefer not to take the long route into PM at this point. Any ideas on if this leads to a PM role time frame and compensation expectations? Thanks all!
#productmanager #product #pm
Want to see the real deal?
More inside scoop? View in App
More inside scoop? View in App
blind
SUPPORT
FOLLOW US
DOWNLOAD THE APP:
FOLLOWING
Industries
Job Groups
- Software Engineering
- Product Management
- Information Technology
- Data Science & Analytics
- Management Consulting
- Hardware Engineering
- Design
- Sales
- Security
- Investment Banking & Sell Side
- Marketing
- Private Equity & Buy Side
- Corporate Finance
- Supply Chain
- Business Development
- Human Resources
- Operations
- Legal
- Admin
- Customer Service
- Communications
Return to Office
Work From Home
COVID-19
Layoffs
Investments & Money
Work Visa
Housing
Referrals
Job Openings
Startups
Office Life
Mental Health
HR Issues
Blockchain & Crypto
Fitness & Nutrition
Travel
Health Care & Insurance
Tax
Hobbies & Entertainment
Working Parents
Food & Dining
IPO
Side Jobs
Show more
SUPPORT
FOLLOW US
DOWNLOAD THE APP:
comments
Fast track to PM will involve taking on a lot of the PM workload; i.e. creating good user stories, working out priorities, even working on achievable roadmaps, etc.
That way you’ll quickly learn all the necessary skills in a short amount of time.
Most important skill as a PM is to work closely with your dev team to make sure the roadmap is achievable and user stories are well defined for the dev team to refine.
Source: 8 years as PM & PO
If you can speak to a good developer they can help you with creating good user stories and also with the roadmap.
I found that having a good, open, and honest relationship with your devs, especially lead dev/tech lead is the most important thing. You’ll have your roadmap in about the right place when they tell you the roadmap is pushing what is achievable. If they say it’s not achievable trust them and push back on leadership/stakeholder trying to get you to squeeze in more.
Also think in the following durations;
- Short: what does this feature need to do today
- Medium: what does this feature need to do in a few months/deliver increments
- Long: what does this feature look like a year from now
Implement security and resilience from inception, it’s always problematic trying to retrofit security and resilience later.
Don’t be scared if you need to refactor/rebuild a piece of functionality - you might need to find better phrasing for stakeholders as they usually don’t understand what refactoring means answer assume it’s a bad thing.
When planning your roadmap, build in contingency time, ideally a minimum of 1 sprint just in case things slip - As a PM any delay is your fault.
Hope the above makes sense