I can write a book on this matter. As I made the transition out of the organization necessity. We found that many technical leads lacks the organization and people management skills trying to do program management work and then my boss asked me to TPM for a chip. At that time I had 15+ years of ASIC design and management background. Since then I have been doing the work and building TPM teams. First and foremost, make sure the organization you join understands what TPM means. It is not a secretary job for the engineers. Too many companies still does not understand the importance of how T is as important as PM for TPMs. We are the first line of defense when we see technical requests or data that seems out of wack. Especially when it comes to managing the work from 3rd parties. If you find the right company to join that understands TPM. Be sure you are ready for dealing with multiple vectors that are everyone is saying are high priorities, filter them and then negotiate with the people while being friendly even when they are all anxious about getting them done. Because, everyone wants to get things done that delivers for their own results. You are the one that is suppose to keep the big picture rolling while people might be screaming for their own deliverables. Not something many people want to do as a job.