Jobs In Washington, DC’s Post

Just finished the course "Technical product management"

As an aspiring product manager, technical aptitude is crucial for bridging the gap between vision and execution. Here’s why technical skills matter and how to effectively demonstrate them during your interview. Why Technical Aptitude Matters? Technical aptitude enables you to communicate effectively with engineering teams, understand the feasibility of your ideas, and make informed decisions about product development. It’s not about being an engineer, but about understanding the technical landscape enough to drive successful product outcomes. How to Exhibit Technical Aptitude in Interviews... 1. Understanding Technical Concepts Example Show your grasp of technical fundamentals. "During a recent project, I collaborated closely with the engineering team to understand the implications of migrating to a microservices architecture. This knowledge helped me prioritize features that aligned with our scalability goals and facilitated smoother discussions with stakeholders." 2. Problem-Solving with Technical Lens Example Highlight your ability to solve problems with technical constraints in mind. "When users reported performance issues, I worked with developers to identify bottlenecks in the codebase. Together, we implemented optimizations that reduced load times by 30%, enhancing the user experience significantly." 3. Communicating with Engineers Example Demonstrate how you bridge the communication gap between technical and non-technical teams. "In one project, I translated customer requirements into technical specifications for the development team. By holding regular sync-ups and clarifying any ambiguities, we ensured a clear understanding and timely delivery of the product." 4. Data-Driven Decision Making Example Emphasize your use of technical tools for data analysis. "I utilized SQL to analyze user behavior data, uncovering insights that informed our feature roadmap. This analytical approach led to the introduction of a new feature that boosted user engagement by 25%." 5. Tech-Savvy Leadership Example Illustrate your ability to lead technical projects. "I led the integration of a new payment gateway, working closely with developers to manage API integrations and ensure a seamless transition. This project not only improved our payment success rates but also enhanced customer satisfaction." Remember=> Exhibiting technical aptitude as a product manager shows that you can navigate complex technical landscapes, communicate effectively with engineering teams, and make informed decisions. By sharing specific examples that highlight your technical understanding and problem-solving skills, you’ll demonstrate that you’re well-equipped to lead and deliver impactful products. #ProductManagement #TechnicalSkills #CareerAdvice #TechnicalAptitude #InterviewTips #AspiringPMs #ProductManagementJourney

To Employers and Hiring Managers, Regarding Software Engineering roles, please avoid using the word "Manager" in the job title if the role requires active software development. Instead, consider titles like "Lead Developer" or similar. Labeling a role as "Manager" and then adding "Hands-On" or similar terms to indicate coding responsibilities is misleading. Many developers transition to management to focus on guiding the next generation, leveraging their experience without writing code. Managers trust their development teams to deliver high-quality work and should not be distracted from their primary management duties. Similarly, developers should not be burdened with those management tasks. Managers are responsible for overseeing the software development team, providing mentorship, coaching, learning pathways, technical support, ensuring coding standards, best practices, best usage of tools and services, conducting one-to-ones, annual goals, quarterly reviews and anything else a team member requires to perform their duties. You multiply this for the number of members in the team (for me that's 25) and I would be impressed to see a Software Engineering Manager perform efficiently as a manager and a developer. Managers also collaborate with other Software Engineering Managers, Product Managers, and relevant stakeholders within the organisation.

Technology for Product Managers 👇 Do product managers need to know technology? Yes, if you are looking to work for a tech-based company, you need essential tech knowledge to know your product well and be able to collaborate well with your engineers. The Good news is that this program contains almost everything you need to get that essential knowledge. Do product managers need to know how to code? No, almost none of the companies require product managers to code, that is not a part of your role. What technologies, and tech skills do you need to be a product manager? While exact skills depend on the job and the company, the following are considered important skills that could help you in your role as a product manager: SQL, system design basics, how the internet works, API (Application program interface), Webhooks, mobile apps work, development life cycle, engineering teams work, databases, file storage methods, various cloud services, etc. Here is a comprehensive playlist on Technology for Product Managers ⚡️ https://lnkd.in/gxBVxZN3 #productmanager #productmanagement #tech #product

🚀 Technical Product Managers in Software Development: A Key Role of Bridge and Innovation 🚀 In the dynamic world of software development, senior technical product managers (TPMs) are not only product strategy makers, but also bridges between technology and business needs. Their role is to effectively connect complex technical solutions with market needs and drive the successful implementation of products from concept to market. 🔍 Core Responsibilities of Senior Technical Product Managers: Strategic Planning: Define product vision and strategic direction to ensure that technical solutions are aligned with business goals and market needs. Cross-Team Collaboration: Coordinate development teams, design teams, marketing teams, and customers to promote the smooth development and release of products. Technical Insights: Gain in-depth understanding of technical details and industry trends, and use this knowledge to optimize product features and performance. Requirements Analysis: Collect and analyze user feedback and market data, and translate them into clear product requirements and functional specifications. Project Management: Develop detailed project plans, track progress, solve problems during development, and ensure on-time delivery of high-quality products. 💡 Why Senior Technical Product Managers Are So Important: Senior Technical Product Managers play a vital role in the software development lifecycle. They not only ensure that product functions meet user needs, but also promote product innovation and enhance market competitiveness through effective technical planning and management. By finding a balance between technical details and strategic decisions, they ensure that products stay ahead in a rapidly changing market. 🌟 Future Outlook: With the rapid development of technology and the ever-changing market demand, the role of senior technical product managers will become more and more challenging. They need to continuously improve their technical background, strategic vision and leadership capabilities to cope with the opportunities and challenges brought by emerging technologies such as artificial intelligence, blockchain, cloud computing, etc. 🔧 My suggestions: Improve technical knowledge: Continuously learn new technologies and tools to better understand technical details and make wise decisions. Pay attention to market trends: Stay sensitive to industry dynamics and user needs and integrate them into product strategies. Cultivate leadership: Effectively manage cross-functional teams, promote smooth progress of projects, and ensure team collaboration and communication. In this era of innovation and challenges, let us celebrate the senior technical product managers who are leading changes in the field of software development! #Technical Product Manager #Software Development #Product Management #Technical Innovation #Project Management #Cross-Team Collaboration #Industry Trends #Career Development

As I’ve navigated the world of B2B apps, I’ve noticed a shift in how roles are defined. The traditional boundaries between product management and software engineering are blurring. Companies are looking for professionals who can do both—those who understand the technical landscape ⚙️ and can also drive product strategy 📈. That’s where the role of a Product Engineer comes in. As a Product Engineer, I manage the end-to-end process, from defining product requirements 📝 and collaborating with stakeholders 🤝 to designing and developing technical solutions 💻. I ensure that the product not only meets user needs but is also scalable 📊 and future-proof 🔒. This involves a deep understanding of both the business context and the underlying technologies. It’s not about replacing product managers or software engineers—it’s about evolving 🌱. A Product Engineer bridges the gap, ensuring technical excellence ⚡ while also delivering strategic value 🚀. I embrace this hybrid role because it combines the best of both worlds, driving innovation 💡 and creating products with impact 🌟. #ProductEngineer #TechEvolution #ProductDevelopment #DesignThinking #B2B

#Hiring Position: Infrastructure Project Manager Location: Des Moines, IA (Hybrid) – (Tristate Candidate is also fine) Duration: 12 Months Agency Interview Type: In Person Only Job Description: ·Collaboratively defining and driving product strategy, vision and roadmap evangelizing to all the teams, partners and users of our platforms. ·Quickly understand a specific domain and identify the trends and opportunities in that space. ·Working with the team to drive product definition, design and prototyping process to discover customer problems and create valuable, desirable and feasible solutions. ·Collaboratively define and prioritize a backlog for your product that continuously delivers measurable value towards the vision. ·Helping innovate and iterate on agile product management processes and share our insights. ·Bring clarity where there is uncertainty, manage risk and continuously deliver value. ·Define experiments, measuring success metrics and using data to inform decisions. ·Bridge business goals, user needs and feasibility as you help design and ship product. ·Work closely with your team to help create positive business outcomes for our clients. ·Confidently facilitate discussions with a group as large as an executive conference room, while drawing out all the voices by facilitating the right activities to get the right information. ·Create a backlog, write user stories, and manage releases. ·Able to break down complex problems into actionable steps with measurable outcomes. ·Strong leadership and communication skills and the ability to teach others. ·Ability to work collaboratively with others and navigate complex decision making Focused on data-driven approaches to solving problems, and accelerating the learning process to validate solutions. ·Ability to collaborate well with engineers, designers, and other partners. ·Comfortable with ambiguity. We work in an iterative and incremental way, balancing many different inputs and constantly making trade-offs. ·Functional knowledge of SOC-2, ISO, and FedRAMP certifications Required Skills: ·Direct management of system integration projects Required 8 Years ·Experience managing stakeholder expectations and priorities Required 8 Years ·Experience working within a project governance structure (methodology, required templates and reporting) Required 8 Years ·Extensive experience with planning, managing and tracking multiple major impact projects. Required 8 Years ·Experience building successful product teams and shipping successful products, including defining vision, strategy, outcome-driven product roadmaps and creating and managing backlogs Required 8Years ·Strong process and gap analysis skills Required8 Years ·Excellent project management skills, with the ability to multitask and manage multiple tasks with changing priorities in across-functional environment Required 6 Years

Problem Statement: Many IT software engineers face challenges when transitioning to a product manager role. 5 Whys? Why do IT software engineers face challenges when transitioning to a product manager role? Because they lack experience and skills required for product management. Why do IT software engineers lack experience and skills required for product management? Because their roles primarily focus on technical aspects such as coding, testing, and troubleshooting, rather than product development, strategy, and management. Why do the roles of IT software engineers primarily focus on technical aspects rather than product development, strategy, and management? Because the nature of their job is to design, develop, and maintain software applications, and they are not usually involved in the strategic decision-making process related to product development. Why are IT software engineers not usually involved in the strategic decision-making process related to product development?Because there is a lack of cross-functional collaboration and communication between the engineering team and the product management team within the organization. Why is there a lack of cross-functional collaboration and communication between the engineering team and the product management team within the organization?Because of organizational silos, where different departments or teams work independently without adequate communication and collaboration, leading to a lack of understanding of each other's roles and responsibilities. The root cause of IT software engineers facing challenges when transitioning to a product manager role is the lack of experience and skills in product management, which stems from a lack of cross-functional collaboration and communication within the organization. What you can do as an IT Software Engineer to transition into Product Management role? Pursue training programs or workshops to IT software engineers to develop their product management skills. Collaborate between the engineering team and the product management team to foster better understanding and alignment of goals. Shadow product managers or work on cross-functional projects to gain exposure to product management practices. Pursue external courses or certifications in product management to enhance their skills and knowledge. Seek mentorship programs from experienced product managers who can guide and support IT software engineers in their transition to the product manager role. It is time we put our TIST (Time, Intellect, Sweat and Tears) to this much needed career transition that you always wanted. Let's be at it! Being at it, we always WIN! #GutsGo

What are the potential long-term consequences of the increasing trend of tech companies hiring product managers without traditional computer science backgrounds? The increasing trend of tech companies hiring product managers without traditional computer science backgrounds can have several potential long-term consequences: Positive Consequences Diverse Perspectives: Hiring product managers from varied backgrounds can lead to a broader range of ideas and perspectives, fostering innovation and creativity in product development. User-Centric Design: Product managers with backgrounds in fields such as marketing, design, or psychology may focus more on user experience and customer needs, potentially resulting in more user-friendly products. Adaptability: Non-traditional product managers might bring different problem-solving approaches and adaptability, helping teams to pivot effectively in response to changing market demands. Cross-Functional Collaboration: These managers may excel at bridging gaps between technical and non-technical teams, enhancing communication and collaboration across disciplines. Soft Skills Emphasis: Individuals from non-technical backgrounds often possess strong soft skills such as empathy, communication, and negotiation, which can be invaluable in stakeholder management and team dynamics. Negative Consequences Technical Knowledge Gaps: A lack of technical expertise may hinder product managers’ ability to understand complex technical concepts, which could lead to unrealistic product expectations or miscommunications with engineering teams. Dependency on Technical Teams: Product managers may become overly reliant on engineers for technical decisions, which could slow down the decision-making process and lead to bottlenecks. Integration Challenges: Without a solid grounding in computer science principles, product managers may struggle to effectively integrate technical and functional requirements, potentially resulting in products that fail to meet technical standards. Product Roadmap Issues: A lack of technical insight may affect the ability to create feasible and realistic product roadmaps, leading to misalignment between product vision and technical capabilities. Potential for Oversimplification: Non-technical product managers might oversimplify complex technical issues, resulting in underestimating challenges during the development process. Mitigation Strategies To balance these potential consequences, companies can consider the following strategies: Training and Development: Offer training programs to enhance the technical understanding of product managers, regardless of their backgrounds. Collaborative Teams: Foster collaboration between product managers and engineers through regular joint meetings and brainstorming sessions to enhance mutual understanding. Diverse Hiring Practices: Continue to hire a mix of technical and non-technical product managers to ensure a well-rounded approach to product development.

Megan Saunders from Capital One just posted for a Senior Associate, Product Management opening on their team. I am going to start posting less product manager roles on LinkedIn and start moving these posts over to Skool and this is because I am getting blown up by hiring managers telling me to stop posting jobs they are posting on LinkedIn. This didn’t make any sense to me until I started speaking with more hiring managers about how their inbox is blown up with just horrible messages. My mission is to help as many aspiring and experience product managers land their next product manager role, but y’all have to help me out by sending better messages. Sending a generic, “I am interested” or “I applied” or “did you get my application” offers no value and it won’t help you land your next product manager job. If anything it’s only leaving a negative or at best forgettable impression to somebody who just might be your future boss. So do yourself a favor and steal my message templates in Skool, follow up, and have real conversations with hiring managers. The biggest mistakes product managers are making beyond sending out bad messages is not following up. There is reason why we have included 8 follow up slots on the Airtable and that because you NEED to follow up with your applications. You already spent the time applying so you might as well maximize your list until you get a definitive rejection, because you are only one application and one interview away from landing your next product manager role. PS Stop overlooking the smaller companies and apply to them. Seriously! I usually get 3,000 to 6,000+ impressions when I post a product manager job for a bigger company; but I only get 900 impressions when I post for roles at companies nobody has heard of. There is nothing wrong with those companies and I challenge you to interview with them. God knows you need the practice. If you want other people to give you a shot, then you need to give companies a shot too. You want hiring teams to start treating you like a like human instead of a number, then stop applying and interview for product managers like they are another number. Your vibe attracts your tribe. #ProductManagement  #WhatBadEconomy #GameHasBeenElevated #EverybodyIsOutOnTheTake