Product Management often feels like steering a ship through unpredictable seas. Over my career, I’ve learned when to grip the wheel and dive into execution, when to step back and chart the strategic course, when to find that sweet spot in between, and when to simply hand the helm to the crew and trust them to steer. I call this balance Product Helmsmanship . The Origin Story When I first stepped into tech, I started from the lower decks. I began in execution, first as a developer writing code since I was 12, then as a Business Analyst turning requirements into documents and diagrams right after university, and later as a Project Manager focused on delivery. The transition into Product Management felt natural , but in the early years my role often felt like translation, helping business leaders and technical teams understand one another, sometimes mapping business requirements to technical jargon and vice versa. Over time, I realised Product Management is less about translating and ...
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