Comments on: How to go from sales engineer to product manager?

By: John Mansour

John Mansour — Thu, 28 May 2009 01:32:16 +0000

The good news is that SE’s transition into product management far easier than any other role I’ve seen, simply because much of the SE role does what product managers do in terms of understanding the market dynamics and how they drive business needs of prospective buyers. My point is this: the comfort zone of an SE and a PM are very much the same and it makes the transition much easier than say an engineer or designer.

If I were in your shoes I’d look for PM opportunities that leverage your existing domain expertise in either a similar product category or with a company that targets market segments similar to those you currently sell to. This will allow you to position your market savvy as it relates to either. I’d also emphasize the presentation and persuasion skills necessary for a successful SE since they are also a huge factor in your success as a PM. Good luck on your next move.

By: bob corrigan

bob corrigan — Wed, 27 May 2009 22:18:29 +0000

I think SEs make terrific product managers, because they have a built-in sympathy for two out of the three key stakeholders that PMs need to orient: sales and development. To seal the deal, an aspiring SE should definitely emphasize an awareness of “the market” as opposed to “the territory” or “the account” – in other words I’m agreeing with Steve’s 2nd paragraph. I guess I could have come out and said that up front. So sorry.

By: Saeed Khan

Saeed Khan — Tue, 26 May 2009 15:46:10 +0000

Instead of saying “no” and making it sound like a “yes”, PMs need to say “no” and explain why.

I’ve found people don’t mind hearing a “no”, as long as they understand why. And to be able to explain why, PMs need to understand why the request was made in the first place.

The ability to clearly and consistently communicate with others is a core skill all Product Managers need, though unfortunately, many do lack.

By: Steve Johnson

Steve Johnson — Tue, 26 May 2009 12:09:40 +0000

I’d hope that “politics” is never a key element of a job description but I hear what you’re saying. Being able to say “no” is a skill that many product managers lack. The trick is to say “no” but make it sound like “yes.” Using market data and patterns will help you see when “yes” makes sense.

Many sales guys just want an answer that lets them close a deal. But sales management should see that a systematic approach results in closer more deals faster.

By: Jonathan

Jonathan — Tue, 26 May 2009 06:19:20 +0000

This is useful thank you. Aside from skills what personality traits does a PM require. For example if I am “too nice” and too easily say “yes” to everyone would that not make me a good PM because for example: I need to say “no” to some sales reps who ask for product features. It is after all impossible to say yes to everyone.

What about ‘office politics’ skills? Since the PM role bridges R&D and sales, (and other departments) how does one learn the skills required to navigate these waters?

thank you

By: Raj

Raj — Sat, 23 May 2009 20:47:05 +0000

I agree with Steve – I believe it is much more about the Hiring Manager, rather than company size. Smart hiring managers would take into account a candidate’s skills, relevant experience (not necessarily identical job title), and future potential.

I’d recommend you to *not* avoid startups – you can pitch to them that you’ll come in and wear multiple hats – SE as well as PM. Many startups would be open to that – I think even my employer would be, if we had that opening!

On a related (and amusing) note, the other day I saw a job ad that asked for “At least 10 years of experience as a product manager for Web-2.0 software”. Is that really possible?

- Raj
Accompa – Affordable Requirements Management Tool for Product Managers