How to make an internal switch as a Product manager?
All you need to know to transition internally as a PM within your current company.
👋🏻 Hey there, welcome to the #20th edition of the Product Space Newsletter, where we help you become better at product management.
This is a special edition based on the interview with Eva Hongyan Gao, Head of Product at ESG Software, Germany. She is a seasoned product leader with multiple years of experience working in product across tech companies.
We sat down with Eva to uncover the insights on how can you become a product manager in your current company, with whatever background you’re coming from.
Let’s dive in!!
Q: How can someone from a different department (e.g., development, design, QA, marketing, or sales) show interest in becoming a PM within the company? What skills are essential for the role and what gaps might they need to fill to become a product manager?
Eva: Let's start with marketing, which is actually where I transitioned from. It's an interesting transition because in marketing, we already have a natural sense of data analysis, understanding, and persuasion skills. These are all very useful when you become a product manager. You have that affinity to data, and you know you need to convince many people with that data. That's a lot of what marketing does - wrap up information, package it, and convince people to purchase or sign up.
On one hand, it's a very natural transition. On the other hand, there's a potential risk when transitioning directly from marketing. The main challenge is the marketing mindset. We have this finalizing mindset where everything has a deadline. But in product management, there isn't really a point when a product is "done." You release something, and then after a couple of weeks, you revisit it based on data and customer feedback, then optimize and release again. This mindset shift can be a bit of a leap at first, understanding that everything is a living document that needs to be continuously iterated and analyzed.
Moving on to design, particularly user experience design, the transition to product management is quite straightforward. UX designers have already been doing user interviews, design thinking workshops, working with prototypes, and discussing directly with the engineering team. The challenge for UX designers transitioning to product management could be adopting a more end-to-end approach. In product management, you need to understand the business goals and how they relate to the product. You'll also need to engage more deeply in the sales process and have different types of customer interactions post-release.
For engineers transitioning to product management, there's definitely an advantage in understanding the technical feasibility of things. However, there's a significant mindset shift required. As an engineer, you're used to having context and data presented to you by the product manager. As a PM, you'll need to gather all that information yourself, talk to customers, internal stakeholders, and do market research. It can be overwhelming because there's no single person to offer all the answers anymore.
QA professionals transitioning to product management have the natural advantage of understanding the platform better than anyone. They're skilled at finding bugs and understanding desired behaviors. The challenge for QA professionals would be expanding their focus from specific behaviors to the overall user experience and developing a broader, more horizontal perspective that considers all aspects of the product lifecycle.
Regardless of the starting point, anyone transitioning into product management needs to understand business goals, develop an end-to-end approach, adapt to continuous iteration and analysis, be prepared to engage directly with customers in various capacities, and broaden their perspective to consider all aspects of the product lifecycle.
Q. How can someone currently in another role within the same company assess their current skill set and translate well into product management?
Eva: Well, this really depends on the role and the organization. Let's think about an ideal case where the organization is very open to internal shifting. They offer internal job opportunities and recruit internally first. In this scenario, you'd want to look out for internal job ads and then talk to the hiring manager and the team. Even in this ideal scenario, it might not happen on your first try because maybe that team is looking for someone entirely different than you. They might be looking for a specific market domain expertise rather than different perspectives. But don't get discouraged - just continue going for that role.
On the other hand, if the situation is less ideal and the company isn't openly recruiting internally, opportunities may still come up. In this case, keep in touch with the product department. And don't just focus on the product department, but think about who communicates and collaborates with them the most. For example, in B2C it might be marketing, while in B2B it could be sales and marketing. If you understand what kind of product people these teams want to interface with the most, you'll have a better way of presenting yourself.
You can say, "Hey, I understand your pain points when you communicate with sales" or "I understand the missing pieces in the process." For example, the customer support team may be receiving a lot of tickets but not be able to respond because the product management team is swamped with existing initiatives. If you recognize this gap between support and product, and you have a plan to address it, that could be a great entry point.
You might propose something like, "I have a plan for implementing a process where I could have a weekly review of these requests and be able to respond to customers faster, without taking up too much of the product manager's time." This approach gets you into the process, even if the title isn't directly 'product manager' right away. Once you're interfacing between the product and another team, you're on the right track. Step by step, you can work your way into a full product management role.
Q. What strategies should a product manager use to transition into a new domain within the same organization? How can they overcome the challenges of unfamiliar territory?
Eva: That's a great question because you're really dealing with two aspects here: the domain knowledge you must know, and the product you must be familiar with. You can't do without either of these.
For domain knowledge, as a product manager, you're expected to be a generalist. You can't just work on one area, like energy, for your whole life without working on something else. That's a given, at least from my point of view.
The structure we have as product people is that whenever we want to understand something new, let's say blockchain for example, we ask a couple of simple questions to get the bigger picture. We ask who it's for, what's in it, and why.
So, start with the key personas. If there's nothing existing, great! That's your opportunity to create the personas. Ask why these personas want to do this job and what their biggest pain points are. If there's no existing documentation, that's your chance to contribute.
You could say, "Hey, look, I've done the market research. I've talked to existing customers and internal stakeholders. These are the key personas, these are their main pain points, and this is our product offering. I found out that maybe we need to offer more on that end or slim down resources on this end." Feel free to suggest things.
When you're new, people give you the benefit of the doubt. You can say, "I'm new to this department, I'm just making some suggestions based on a fresh pair of eyes." People will usually give you the opportunity to express yourself, and you can't make too many mistakes if you're new to the department. I would turn that into an opportunity.
If they already have a list of personas and understand the why and what, that's great. That's like onboarding within a week. Then, just click around in the product. For each persona, understand their job, pain points, and your offering. Try to click through one user journey per persona. If you can find someone to give you a demo or if there are demo recordings available, watch those.
The rest will come in time as you interview customers and get your hands dirty with actual initiatives. But those first steps are straightforward.
If you're an aspiring PM, it's better to go into an area you already know. Usually, when you go to a new department, you have something to offer. It's either that you know the market really well and just need to understand product management methodologies and the product workflows, or you know the product very well from working in customer support or implementation consulting, and you need to broaden your perspective on customer and market perspectives.
The very first few steps should be easy and replicable, and then the rest will come in time. That's how you can effectively transition into a new domain within the same organization.
Q. How can someone best articulate the value they bring to a product team, even if they're coming from a different department?
Eva: Yeah, I think I've recently experienced this situation with someone who was very motivated to join our department from a different one. What they did was really effective. They went on the internet and searched through a lot of existing examples and reports about our industry. Then, this person constantly asked questions to me and the team, saying things like, "Hey, I read this report and have these questions."
This curiosity is really interesting on multiple levels. First, it shows me that they're genuinely interested in the topic, which makes me think, "Oh, you're so interested in this. Are you considering a transition?" That's already a great conversation starter.
But here's an important point: you have to be a bit vulnerable. Don't act like you know everything about the topic or the product. That might be slightly intimidating, considering that even the product managers in this department don't know everything about the product or market.
The more you know, the more you should be aware of what you don't know. So asking questions is actually a good approach. But be careful not to ask overly fundamental questions like "What is environmental science?" That would be slightly off the mark. Instead, ask educated questions based on in-depth research. After days of reading about the topic, writing about it, watching some YouTube videos, or participating in workshops, come up with questions that show you've done your homework.
This approach gets people thinking, "Oh, this person is willing to learn and grow." I think that's a very good starting point. It demonstrates your initiative, your ability to research independently, and your genuine interest in the field. It also shows that you're not afraid to admit what you don't know, which is a crucial quality in a product manager.
By doing this, you're articulating your value in a very practical way. You're showing that you're proactive, curious, and capable of quickly getting up to speed on new topics. These are all valuable traits for a product manager, regardless of your current department. You're also demonstrating your ability to gather and synthesize information from various sources, another key skill in product management.
So, to best articulate your value, show your willingness to learn, your ability to ask insightful questions, and your initiative in understanding the new domain. These qualities can be just as valuable as specific domain knowledge when transitioning into a product role.
Q. What are some strategies for building relationships with product managers within the organization, especially for those who might not have a lot of cross-functional interaction?
Eva: Yeah, this is probably the hardest question because personally, I don't like to go around and talk to people if it's not necessary. I'd rather focus on my own job. But I think many people will agree with me that workplace networking is probably the most daunting and exhausting task. So, let's try to make it interesting.
If there's no touchpoint between yourself and the product team in your day-to-day job, perhaps wait for a more casual setting, like a company event, and try to introduce yourself in a relaxed way. Be very honest and open. Say something like, "Hey, I'm very interested in product management. Would you like to talk to me about what you do every day?"
As human beings, if we know that other people need help, we're highly likely to help them. So if you're at a company party and someone reaches out saying they're interested in what you do and asks for half an hour a week for the next three or four weeks to learn more, you're likely to say yes if it doesn't mean spending a whole day per week.
Now, for those who are freshers or aspiring PMs with three or four years of experience wanting to switch to a different domain in the same organization, and they're not confident talking to seniors, here's what I think:
First, it's important to realize that this is also a mindset change. I know it's difficult because from an operational perspective, reaching out to a CPO or CTO seems like quite a task. You might doubt yourself, wondering if they'll talk to you, what kind of questions they might ask, if you're ready for this, or if they're too busy to reply.
But here's the thing: there's a reason you want to become a product manager. When you actually become one, it's highly likely that in your day-to-day business, there's going to be at least one person at the C-level that you'll have to deal with regularly. You might need to convince the head of sales about your roadmap, or justify your decisions to the director of customer support.
So, making that mindset change is the first step. Just send a message, just reach out. If you're able to reach out to the CPO naturally and confidently, they'll see that quality in you. They'll think, "Yeah, when this person becomes a member of my team and faces challenges from other departments, they'll be able to respond effectively."
Remember, as a product manager, you'll need to be comfortable interacting with senior leadership. By reaching out now, you're not just networking - you're practicing a crucial skill for your future role. Don't be afraid to aim high and contact the CPO or other product leaders directly. Even if they can't meet, they might direct you to someone who can help. The key is to be respectful of their time, clear about what you're asking for, and to demonstrate your genuine interest and initiative.
Q. Beyond technical skills, what are some key soft skills that are particularly important for someone transitioning internally into product management? And how can someone demonstrate these soft skills during the interview process for a product management role, even if they haven't had a chance to directly apply them in their current role?
Eva: When it comes to soft skills, it's actually hard to separate them from hard skills. If you're able to analyze information, you'll need to be able to convey that to the organization and convince people. Let's think about it in terms of impact.
Five years down the line, if you've developed three features, that alone isn't going to make you stand out on your CV. But if you can say, "I was able to fill this gap, increase engagement, or boost retention," that's the kind of impact that will move you forward in your career.
As a product manager, you rarely achieve these impacts alone. For instance, if you want to increase sales, you'll need to convince the sales department about your feature. How do you do that? You probably need to show a lot of research. But it's not just about presenting research - you need to take an agile approach. Share those research results with the sales team, get them excited. Say something like, "If we get this done, we could take 2% more of the market, and that's going to be a lot of money."
I like to imagine product managers as big spiders in a web, connecting many departments to achieve impact. Sometimes we need to connect with legal, other times with IT security - whatever it takes to get the job done.
Now, how can you demonstrate these soft skills during the interview process? It depends on how the interview is structured. If it's a case study, you can showcase your problem-solving and analytical skills. If it's a conversation, you can demonstrate your ability to convince others and tell a story.
The key is to know what you want to demonstrate. Maybe you want to show your communication skills, your ability to convince people, and your storytelling ability. Go into the interview with these goals in mind and try to weave them into your responses.
Storytelling is indeed one of the most important skills in product management. You need to build a story and live it, even during the interview. Talk about times when you've influenced others, even if it wasn't in a formal product management setting. Maybe you convinced your team to try a new approach, or you presented a compelling case for a project.
Remember, it's not just about having these skills, but about demonstrating them in action. Show how you've used these skills to drive results, even if your current role isn't in product management. The ability to communicate clearly, influence others, and tell a compelling story about your work and its impact - these are the soft skills that can really set you apart in a product management interview.
Q. Have you personally made a similar internal switch within the company? If so, what advice would you give to your past self?
Eva: Yeah, I actually did make an internal switch, and it happened quite organically. My first job involved collaborating with a product manager who was managing an internal BI tool. This product manager wasn't really attentive to that part of the job as they had other responsibilities. Meanwhile, in my department, there was high pressure to make this tool work.
I found myself wondering, "How do you make it work when there's essentially no product manager?" And everyone just said, "Well, you're the product manager then." So, I literally took my chair and moved it to the engineering department. I told them, "Okay, I'm here now." I started working directly with the engineering team. Then I moved my chair to the design department and said, "I have to make this work. So here I am. I need this, this, and this design." That's basically how it all started.
Interestingly, I never actually got the product manager title. I mean, I got a promotion, but my title remained the original one. But that didn't matter because it was about the work I was doing, not the title.
This was back in 2016 when product management wasn't as well-defined or popular as it is today. There were probably a couple of books about it, but I didn't really understand what product management was at the time. After a couple of years, I began to read about it and thought, "Okay, with that hands-on experience and now some academic understanding, I can probably officially go into product management."
If I could give advice to my past self, I'd say:
1. Don't get hung up on titles. Focus on the work you're doing and the value you're adding.
2. Be proactive. If you see a gap, fill it. Don't wait for someone to assign you a role.
3. Learn by doing. Even if you don't have all the theoretical knowledge, practical experience is invaluable.
4. Be flexible and willing to work across departments. Product management often requires you to bridge gaps between teams.
5. Keep learning. As the field evolves, make sure you're reading and staying up to date with best practices.
6. Trust your instincts. If you see a need and think you can meet it, go for it.
7. Build relationships across the organization. Your ability to work with different teams will be crucial.
8. Document your achievements. Even if your title doesn't change, keep track of the impact you're making.
Remember, product management is as much about mindset and approach as it is about specific skills or titles. If you're thinking and acting like a product manager, you're already on your way, regardless of what your business card says.
Q. What are some of the biggest challenges someone might face when transitioning internally into product management, and how can they be overcome?
Eva: The challenges someone might face when transitioning internally into product management really depend on the role and the situation of the organization. It's a bit difficult to generalize.
If the organization is very open to empowering people and recruiting internally, then I'd say take the best opportunity. There's usually a reason a company is open to internal transitions - maybe they find it difficult to recruit externally, or they're working in a very specific domain, or they have some internal human empowerment initiative. Whatever the reason, the best case is to utilize that openness.
But if there isn't such an open policy, then the challenge is basically on you. You're going to have to create your own opportunity. Be open about your interests when you meet the product team. Be curious - ask them what they do every day. Then benchmark yourself against the product management people. Factually assess what your gaps are.
The biggest challenge is really just not doing any of this and saying, "Well, my company is just not encouraging me," or "I've sent out my CV a couple of times and couldn't get any response." That's something you can't work on. But if you have a plan of attack - you're going to be honest with the product team, express your ambition, benchmark yourself, and quietly learn about this domain in your private time - then any gaps will become smaller and smaller.
Now, let's consider your specific example of a fresh developer with two years of experience wanting to transition to PM in a biotech company. The first step isn't necessarily to say, "I need to do this course or that course." The first step is to get some understanding about what's expected of the job.
Is it expected that you'll do some hardcore product development for the next best-selling body cream? If so, the first question is, why do you want to do that? Do you have the skills or some ideas you want to share? Do you have personal pain points that make you think the current body lotion market is completely outdated and you want to innovate?
Or is this about developing another web application or mobile app within the biotech space? In that case, you'd want to read everything you can about that, look at case studies of similar applications.
The very first few questions are really not about what you should learn. They're about understanding the expectations - both from yourself and from this job. What does product management mean in this specific context? What skills and knowledge are required?
Once you understand these expectations, you can start to identify your gaps. Maybe you need to learn more about the biotech industry. Maybe you need to improve your communication or leadership skills. Maybe you need to understand more about user research or data analysis in this specific context.
Remember, transitioning to product management isn't just about acquiring new skills - it's about applying your existing skills in a new way and developing a product mindset. As a developer, you already have valuable technical knowledge. Now it's about broadening your perspective to consider business goals, user needs, and the overall product strategy.
The key is to be proactive, curious, and willing to learn. Don't wait for the perfect opportunity - start acting like a product manager now. Get involved in product discussions, offer your insights, and show that you're thinking beyond just the code. That's how you'll overcome the challenges and make a successful transition.
That’s a wrap for today!
Do you have any other query about product management or navigating the career? Do let us know.
Share in the comments below or reply to this email.
Until next time, keep innovating, keep iterating, and above all, keep being awesome.
Cheers!
Product Space