João Craveiro

Product Management and Leadership (B2B, Platform)

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These are my Principal PMs, and if you don’t like them… well, I have others

Posted on 2022-06-052022-06-06 by João Craveiro

More and more companies adopt a dual-track product management career framework, where one can progress as individual contributor beyond Senior Product Manager (towards e.g. Principal PM). This breaks the tradition that one had to forcefully go into management (Lead/Group PM, Director, etc.).

But what’s expected of these novel “experienced individual contributors”? How can their impact still grow from additive to multiplier, but differently as they don’t manage other PMs?

While still traveling this path myself, seeing it in practice in multiple companies as allowed me to distill my own view of it to three pillars:

  1. outsized positive impact to multiple product areas and/or the Product function;
  2. applying one’s unique experience and skills;
  3. in a cross-functional team dedicated to a product area.

Let’s first look at what traditional and dual-track career paths look like before dissecting what these 3 things mean.

Career paths for Product Managers

Traditional (single-track)

As in other disciplines, career progression for Product Managers has been traditionally tied to becoming a people leader / manager.

Tactical / Operational / Strategic.
Associate PM.
Product Manager.
Senior PM.
Director of Product.
VP of Product.
Chief Product Officer.
Melissa Perri, Escaping the Build Trap.
No Principal PM
From Melissa Perri, Escaping the Build Trap: How Effective Product Management Creates Real Value. (2018)

This relies on the assumption that folks who are great at managing products will be great at managing people — stifling the ability for folks who don’t fit in this assumption to grow their impact, their career, and their income.

Dual-track career path: the birth of the Principal Product Manager

Following a similar trend in (most notably) Engineering, companies have started adopting dual-track career paths for Product Managers. The traditional management track is complemented with a parallel track of individual contributor levels, which intend to represent a comparable growth in impact and compensation — but without the ultimatum to become a people manager. Here’s a few prototypical examples of such career ladders.

Company A.
Intern, Associate PM, Product Manager, Senior PM (I).
Individual contributor track: Senior PM, Principal PM, Sr Principal PM, Distinguished PM.
Management track: Lead PM, Group PM, Sr Group PM, Head of Product, Sr Head of Prod, Director of Prod., Sr Director of Prod.
VP Product.
Company B.
Associate PM, Product Manager.
Individual contributor track: Senior PM, Staff PM, Principal PM.
Management track: Group PM, Director of Prod., VP Product.
CPO.
Company C.
Intern, Associate PM, Product Manager, Senior PM.
Individual contributor track: Staff PM, Sr Staff PM, Principal PM, Sr Principal PM.
Management track: Group PM, Sr Group PM, Director of Prod., Sr Director of Prod.
VP Product, CPO.

The Group PM often shows up as the first level in the management track, with most companies seeing it as a player-coach role. A Group PM will oversee a group of 2-3 product areas by being the line manager for 1-2 PMs and being the individual contributor PM for one of those areas. This allows them to ease in to people management — a gateway drug, if you will.

Another common trait of dual-track career paths I’ve seen is for the two tracks to converge again towards VP Product and/or CPO. This is coherent with the philosophy of no track being intrinsically better than the other. However, I haven’t seen it play out like this in practice for the individual contributor track.


Going back to the original question now: how do we enable a Principal PM to have a positive impact comparable to that of say a Director of Product — but without them becoming a manager of other PMs? How else do they become value multipliers? Let’s dissect each of the pillars I presented in the beginning:

  1. outsized positive impact to multiple product areas and/or the Product function;
  2. applying one’s unique experience and skills;
  3. in a cross-functional team dedicated to a product area;

in a slightly different order.

Cross-functional team

Being in a cross-functional team is core to the multiplicative impact of a Staff or Principal Product Manager. They still channel their efforts mostly to one product area, but with that they produce outcomes that impact multiple ones. I personally don’t subscribe to the notion that a Staff or Principal PM’s superpower is a particular ability to individually PM multiple product areas at once.

This is without detriment of mentoring other PMs (formally or informally) or otherwise contributing to the product management practice at the company.

Outsized impact

The Staff or Principal PM leads a product area that lends itself to this value multiplier effect. From experience, some particularly good candidate areas for this include:

  • foundations like authentication/authorization, design system, product analytics and experimentation;
  • ecosystem (integrations with complementary products popular among customers and/or Public API for those complementary products to integrate with);
  • cross-vertical capabilities, like payments / billing / invoicing;
  • taking the product to new avenues that are fundamentally different from current ones — e.g. a new business model (like a platform business), or building the first mobile app for a mature web-based product.

Unique skills / experience

The fact that the product area lends itself to an outsized impact isn’t enough—the PM needs to be individually set out for success in this particular product area.

Let’s start with skills / experience tied to the particular problem domain (or even solution domain). The best Staff / Principal PMs I’ve seen in action are deeply knowledgeable and/or experienced on the particular UX and/or Tech and/or Business contours of the product area they lead. On the “experienced” angle, it’s worth caveating around the pitfalls of hiring someone who’s done it before:

  • exposure to working in the problem/solution domain multiple times, at different types of company and even in different roles, is way more crucial than having done once the exact same thing they’re expected to pull off now;
  • with this experience, the PM shouldn’t be expected to bring all the answers, but rather to have seen enough to be able to ask the right questions.

There are a few other more generic skills and traits that, albeit important for any PM, a Staff of Principal PM must excel at to succeed in a niche scope that impacts multiple other product areas.

Looking at product problems from multiple zoom levels

They’re able to bounce from trees to forest and back. Able to understand, abstract and connect the multiple disparate problem areas they’ll have an impact on.

Influencing

Because their work will often depend on, have an impact on, or need to be adopted by other product areas. Be ready for tough conversation on trying to influence others’ roadmaps!

Articulating and communicating value

Not only to unlock the kind of influencing we’ve just seen, but also because they can’t rely on stakeholders intuitively “seeing” the business value of what they do in the same they as when they look at a user-facing feature’s mockup.

Planning

Not Gantt and deadlines, but what’s the sequence of events that need to happen, in and around one’s product area, for one’s contributions to be adopted. They need to be excellent iterators, so the adoption of their team’s efforts can happen progressively — instead of being dependent on everyone being ready to switch on an exact Flag Day.

via GIPHY

Wrap up: the Principal Product Manager archetype

My understanding is that the most successful Staff or Principal PMs I’ve seen in action throughout multiple companies:

  1. had an outsized positive impact to multiple product areas and/or the Product function;
  2. by applying one’s unique experience and skills;
  3. in a cross-functional team dedicated to one product area.

I’m still traveling this path myself, so time will tell whether this view holds water and how it evolves.


This post represents my individual professional opinion on this subject, not that of any company I work (or have worked) at/for on this subject area.

The title is a pun on a (I think) famous quote:

Those are my principles, and if you don’t like them… well, I have others.

Groucho Marx

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