PM04: My teleport from Engineering to Product at Amazon
Documenting my own journey to Product. Clues that led me to Product and the key contrasting points between Engineering and Product in the first year of transition.
I mentor and receive occasional messages from the folks who want to transition into Product Management. Everyone has a unique path, someone is supper passionate about product, and some reach out because they are bit lost in their career. I want to share my own journey of transitioning from software engineering leadership to Product, as well as a few key learnings from the first year in the role.
Why?
I got this question A LOT when I decided to move from SDM (Software Development Manager) to PMT (Product Manager - Tech). SDM at Amazon even at mid levels, is a senior and well respected role regardless of which org you’re in. So people were dazzled when I told them about my transition.
It turned out, that I love product management. There was no sudden realization; rather, it took some introspection to figure out where I wanted to go professionally. Looking back, there were several clues pointing me towards the product space that I ignored at the time. While these clues are personal and anecdotal, I hope they inspire others to be intentional about their career and pay attention to their own unique set of clues.
The Clues
Clue №1: Web design hustler
While studying applied maths and computer science, I continued to provide freelance webdesign services, that I started while I was in high school. What was interesting, is that even when taking up a full stack website gig, I would rarely be interested in the “engineering” aspects (in quotes because the extent of engineering was limited to customizing WordPress themes). While I enjoyed communicating with my customers, focusing on their needs, and genuinely enjoying the UX and webdesign craft, I always outsourced the tech to someone else.
Clue №2: Amazon Hiring Exersize
During the recruitment process for the SDM role at Amazon, I was given a written exercise where I had to describe the most innovative thing I had done. I shared a story about a product problem that I solved in my previous job as an engineering manager, which didn't necessarily showcase my leadership abilities. You may ask why did I solve product problems as an engineering manager — the role was quite fluid and autonomous.
Despite this, the hiring manager continued with the interview process. Interestingly enough, the same person later mentored me and suggested that I move into a product space. But I was pretty stubborn on my mission to become an awesome engineering leader.
Clue №3: Self Discovery before Product Discovery
Once around Christmas time, when I was already an SDM, I created a summary of my professional results and activities for the past year in a document, as we have a document for everything at Amazon. One of my reflection points was to identify the type of work I enjoy doing the most. I discovered that 75% of my statements were related to solving customer problems, creating wireframes for solutions, and strategic product thinking. One of the leaders in my org said that I was trying to force a square into a circle, but I continued my journey as an SDM.
Clue №4: Product Glow Up
A year prior to switching roles, I confided in my manager about my doubts and desire to transition to the product side. He understood my perspective and assured me that there are various styles of SDMs, some technical and others product-oriented, and that both are acceptable. Although he convinced me to remain in my current role, I realized that using it as an outlet for my personal interests without being held responsible was not a sustainable model.
Key Contrasting Points
The two roles have significant differences. Previously, I had 10 engineers who directly reported to me. Now, I have an equal number of customers and stakeholders who are obviously not under my direct supervision. Additionally, there are 2,000 internal Amazon users of the product I oversee.
💁♂️ Influencing with new authority
As a Software Development Manager (SDM), I occasionally used my authority when necessary. After transitioning to an individual contributor (IC) Product Manager - Tech (PM) role, I realized that I had unconsciously relied on my authority as a people manager. This power is granted to you by default with people management responsibilities, and it's an invisible superpower.
As a PM, you'll need to influence and build trust with customers, stakeholders, leadership, and engineers, even if they don't report directly to you. I believe it's impossible to influence without authority, but instead of relying on hierarchical power, you can gradually demonstrate your traditional and charismatic authority (see Weber's types) and establish yourself as an expert in the business area, customer issues, and technology.
⏱️ Managing your time and saying No.
Transitioning from a manager to an individual contributor required me to manage my time differently. As a people manager, I developed a set of controls, such as "trust but verify," to prevent mistakes and stay on top of deliverables and commitments. In contrast, as an individual contributor, I must manage my own time and deliverables, and delegation works differently.
Often, PM serves as the interface between other teams and organizations and the product team. As a PM, I receive numerous questions, inquiries, ideas, and problems daily. To maintain my sanity and focus on the most important tasks, I need a structure and relentless prioritization. If my top priority for the week is a long-term vision document for my product, I must decline many calendar invites and emails. Being able to say no politely, provide justification, and suggest the next steps is essential in this role.
❤️🔥 Empathy is still your main tool.
According to James Hunter's book, "The World's Most Powerful Leadership Principle," as a people manager and servant leader, it is important to love your direct reports, but not necessarily like them. The same principle applies to customers and stakeholders as a PM.
A good PM is dedicated to solving customer problems, which often involves dealing with customer frustration and complaints, even if some of them don't make sense. If you have developed a strong emotional attachment to a product, it can be threatening to hear negative feedback, but it's important to put your ego aside and build an emotional connection with your customers.
Listen to their complaints, ask questions, and don't let your current agenda get in the way. When someone wants to complain about your product, it's an opportunity to build trust with your customers and increase your authority.
🤡 Criticizing without accountability is easy.
This may be a more personal reflection compared to others, but as an SDM, I have been an asshole to my PM. I often felt that we lacked a solid product strategy, didn't ask the right questions, and didn't delve deep enough into the problems before defining solutions. That's why I decided to switch to the PM role myself.
If you're currently an SDM and have a strong opinion about what the team should be building, remember that you may be heavily biased with the technical aspect of the product. Even if you believe that you understand the business and the customers, it's possible that you don't. Therefore, provide feedback to your PM and trust them to do their job well.
🤑 Lower compensation range.
Based on levels.fyi, PMs in FAANG companies are paid less than SDMs at all levels. While your salary may not decrease immediately when you switch job roles, you may see smaller compensation increases as you progress to the next levels. However, at a certain point, most tech workers are generally comfortable with their quality of life.
Although it may not be an easy choice mentally, if you are consciously switching from SDM to PM, you will likely enjoy the role more. When you love your job, you can achieve levels of professional success that may not have been possible in your previous roles. Therefore, in the long run, it will pay off.
Role transitions are fun, adventurous and hard. If you see the clues to move into Product, and feel the calling - then go for it. I did, and I love it!