Product managers wear different hats depending on company size. At startups they handle sales, marketing, and debugging. At bigger companies they focus on roadmaps and strategic decisions.
Nobody knows what head of products do or product managers, you know, broadly speaking do. Want to walk us through what that role actually entails? Sure. So it kind of evolved like it depends on the scale of the company. As you're smaller, you're kind of doing everything. The larger a company becomes, the more segregated all the roles are. So I mean in the early days, combination of sales, account management success, a little bit of marketing, we were working with actually guiding the product, building out requirements, working with engineering, like at certain points I was helping almost debug code. It was kind of crazy support we were doing. There's not, there's not a role in that company that I didn't do in the early days. And basically being the head of product at that early stage, where you don't have any non engineering or non sales people is everything. And then you start to get to a point where you can't anymore. You're just basically burning out and you start bringing in where, where's the biggest gap and then you start splitting and segmenting the product when you get larger and when like near the end of that, basically what we're doing is defining the roadmap. What features do make the most sense, what, what kind of customers do we want to target, how are we going to build things to make sure that we can get something out to the market pretty quickly. But not isolating a good segment of customer, that's going to be strategic for us later on. So the higher level discussions came, you know, by the end of the four years, in the early stages we had those, but they were mixed into everything else that went on day to day.
