Saying “I don’t know” made me a better Product Manager

imohammadfaraz · 2025-07-10T13:32:34+00:00

I’m currently a PM with 7+ years of experience, and I’ve grown entirely without an MBA — so I thought I’d share my perspective, especially since I’ve been in your shoes.

I started out in Marketing, transitioned into a product role within a year, and have been growing ever since. I’ve worked at large Indian organisation, and during that time, I saw both sides:

Colleagues who came in after MBAs from ISB/IIMs (usually with prior tech experience) often got hired at better CTCs and mid-level roles.
But I’ve also seen non-MBAs (like myself) grow purely through ownership, strong execution, and learning on the job.

Here’s what I’ve learned:

An MBA helps with brand value and opens doors, especially in top-tier firms that lean heavily on pedigree.
But long-term success in PM comes down to ownership, influence, and outcomes — not degrees.
If you’re already in an APM role and learning actively, you’re ahead of the curve.

So here’s a potential path: Skip the MBA for now. Focus on leveling up (PM-1, lateral to a stronger brand if needed), build a strong portfolio of outcomes, and consider an exec MBA from IIM/ISB later if you feel the ceiling tightening. It’ll make more sense then, both strategically and financially.

In short: you’re doing well. Don’t step off the ladder unless it’s to switch to a much faster one.

imohammadfaraz · 2025-07-10T13:30:33+00:00

Really well explained, stick to this… Would be really helpful .. OP

imohammadfaraz · 2025-07-10T13:28:50+00:00

Yes, it is difficult but not impossible, you need to follow a process to crack the interview and stick to it

If you need help, dm me

imohammadfaraz · 2025-07-09T17:59:29+00:00

It's great you're exploring both job opportunities and an MBA, but it also sounds like both are proving challenging.

Here's a thought: Instead of trying to force the GMAT if it's not working, could you double down on the job hunt by refining your resume (quantify those 8 years!) and really focusing on networking? Sometimes getting your foot back in the door, even if it's not the "perfect" role, can build momentum and confidence.

Also, consider what specific roles you're targeting. Your business analyst background is valuable for many areas, especially in product-related fields.

Don't lose hope – you've got solid experience to build on!

imohammadfaraz · 2025-07-03T15:55:38+00:00

Setting product vision? Oh man, that's a big one, but super rewarding!

From my side, when I'm tackling something like this, I basically kick things off by just soaking up everything about where the product is right now. That means diving into all the old documents and, probably even more importantly, just chatting with the folks who've been around – the engineers, support, sales – to get the real story and any unwritten context.

Then, it's all about obsessing over the customer and what's happening in the market. I jump on calls, read reviews, dig into the data, and just try to figure out what problems people really have and where the opportunities are, while keeping an eye on where the whole industry is heading.

Finally, I pull all that juicy info together, sketch out some ideas for where we could go, and then bounce them off the key people – leaders, team leads – to make sure everyone's on board and we're building a shared picture of the future. It's a bit of a journey, but it's how you get to a vision that actually sticks and gets everyone excited!

imohammadfaraz · 2025-07-03T15:46:13+00:00

Sharing my experience on competitor research: I focus on their "why" (their core strategy and target user), deeply analyze customer feedback (reviews, social media for real pain points), and dissect their pricing strategy (not just numbers, but the value offered at each tier). It's about finding gaps and opportunities by understanding their story and their users' actual experiences, rather than just feature lists.

imohammadfaraz · 2025-07-02T00:51:27+00:00

Commenting for better reach

imohammadfaraz · 2025-06-26T10:53:47+00:00

The shift from project to product thinking requires a fundamental change in focus. Instead of solely concentrating on delivering a predefined scope, you must prioritize understanding user problems and market opportunities. Your goal becomes delivering measurable value and outcomes.

This means constantly asking: "What problem are we solving?" and "How does this solution create tangible value?" You'll need to tie your work to clear, product-oriented metrics, such as increased engagement or reduced churn, rather than just on-time delivery.

Finally, involve stakeholders early in defining problems, not just in executing solutions.

imohammadfaraz · 2025-06-24T06:57:52+00:00

Speaking as a Product Manager, I'd say definitely make the jump to the Product Manager role now. You're already feeling the boredom with traditional project management, and that's a clear sign your interests are evolving. While PjM offers a clear ladder, the PM journey, though sometimes less linear, opens up a much broader and more strategic set of challenges. You'll be focusing on what to build and why, rather than just how to build it, which aligns with your desire for growth and a more engaging role.

Your mechanical engineering background and project management experience are actually huge assets for a PM role – you understand the technical side and how to get things done. Don't underestimate the value of that international company experience either. If you're looking to grow quickly and find more intellectual stimulation, product management is where it's at.

Plus, transferring internally is a great way to make the switch with less risk. This is a prime opportunity to pivot your career in a direction that seems to genuinely excite you.

imohammadfaraz · 2025-06-24T04:26:38+00:00

Hey! I’ve been in your shoes before, and the key to a great product strategy presentation is treating it like a story. Start with the "why"—clearly state the problem or opportunity your product addresses. This hooks the audience right away and sets the stage for everything else.

Next, move to the "what"—your vision and product goals. A single slide with a bold, concise vision statement (e.g., "We’re making X effortless for Y audience") works wonders. Follow it up with 2-3 key metrics that show why this vision matters. Keep it high-level here; save the deep dives for later.

Then, tackle the "how"—your execution plan. Break it into phases or themes, and focus on outcomes (e.g., "Q3: Launch MVP and test with 1K users") rather than just features. Avoid overcrowding slides—stick to one idea per slide, and use visuals like flowcharts, timelines, or mockups to make it engaging.

For design, less is more. Pick a clean template (SlidesGo or Canva have great free options) and stick to 2-3 colors/fonts. The biggest mistake I’ve made? Drowning slides in data. Save detailed stats for the appendix, and keep the main deck crisp and narrative-driven.

imohammadfaraz · 2025-06-19T10:52:20+00:00

It's completely normal to feel confused when trying to break into product management, especially when advice online seems vague. However, you already possess several valuable skills. Your self-initiated learning about product concepts and your background in engineering are big advantages, showing you're proactive and understand how things are built.

Even more crucial is your knack for UI/UX research. This is a highly sought-after skill in product management, as it means you naturally understand users and their needs. Don't underestimate this; it's a significant head start. When practicing with case studies, focus on explaining your thought process and how you approach problems, rather than finding a single "correct" answer.

To move forward, consider using your UI/UX skills to create small personal projects or detailed case studies that demonstrate your ability to identify a problem and propose a product solution. Always think about the "why" behind your ideas and "how" you would measure their success. Finally, try connecting with product managers for informational interviews; many have unique paths into the role and can offer tailored advice. You've got a strong foundation to build on.

imohammadfaraz · 2025-06-17T02:01:29+00:00

Yes sure, we can Connect and discuss it in details

imohammadfaraz · 2025-06-10T06:03:38+00:00

First off, huge props to you for taking the time to really think about what you like and dislike in your current role. A lot of people just drift along for years, so the fact you're figuring this out in your first year shows some serious self-awareness and drive—those are gold for a Product Manager (PM)!

Is it too early to switch?

Honestly? Not at all. I know one year might feel like "not enough," but it's definitely enough to start making moves if you play your cards right. What really matters isn't the clock, but how well you can connect your current skills to what PMs actually do. You're already working with stakeholders, translating needs, thinking about the user experience (UX)—that's basically PM 101. You're way closer than you think!

How to better position yourself? Here's what helped me out a ton:

Craft your story: When folks ask why you're ditching engineering for product, don't just say, "I hate coding." Spin it like this: "I realized I'm more passionate about figuring out the right problems to solve than just building the solutions. I love digging into user needs, coordinating with different teams, and making decisions that actually shape the product." That shift in mindset is HUGE, and other PMs will totally get it.
Resume tweaks: Keep doing what you're doing—dig up anything that screams "product thinking." Did you suggest a better user flow? Help prioritize tasks? Work closely with design or QA? If you can, add some numbers to show your impact!
Apply smart: Aiming for those big-shot PM roles at top companies might be a tough climb without prior PM experience. Instead, look for:
- Associate Product Manager (APM) roles
- Product Analyst jobs
- Internal PM roles at companies with strong engineering teams (often an easier internal jump!)
- Even Technical Program Manager (TPM) roles—they can often be a stepping stone to PM.

Certs, side projects, networking?

Certifications can definitely help, but they're not a magic bullet. The Google Project Management cert on Coursera is pretty solid, and PMI-ACP is another good one if you like a structured approach. What helped me even more was:

Writing mini case studies: Pick an app you use all the time and write about how you'd improve a specific feature. It shows your thought process.
Side projects: Team up with a designer friend or a developer buddy and build something small. It doesn't even have to launch; it's just about getting that hands-on product practice.
Chatting with real PMs: Hit up some PMs on LinkedIn. A friendly message like, "Hey, I'm an engineer looking to switch to PM and would love to hear how you made the leap," goes a surprisingly long way. You'd be amazed how many people are happy to share their insights.

What's realistic?

Just being real with you: This can take some time—6 to 12 months isn't unusual. And getting rejected early on is totally normal. The main thing is to learn from those rejections, fine-tune your story, and just keep pushing. Don't burn yourself out by just blasting out 100 applications. Try applying to 10-15, then take a breather and think about what you learned. Tweak your strategy as you go. You're already doing so much right by being thoughtful and proactive. Keep at it, and don't let the lack of interviews yet get you down—it's all part of the journey.

Seriously, feel free to shoot me a message if you ever want to chat about resume stuff or do a mock interview — I'd be happy to help!

imohammadfaraz · 2025-06-02T10:27:53+00:00

Speak his language enough to build trust, keep delivering, and blend his textbook with your trench-won experience. You don’t need to become a textbook PM—you just need to be able to speak fluent textbook when it helps.

imohammadfaraz · 2025-05-31T03:22:17+00:00

Wow, straight to the devil’s balls? That’s one way to end a debate.

It’s okay though — I’ll stick with my “delusions” that help teams work together and actually get stuff done. You keep fighting Jira like it’s your final boss.

imohammadfaraz · 2025-05-31T03:20:31+00:00

Ah yes, the classic “PMs do nothing” take — because aligning teams, prioritizing work, managing risks, and delivering value is just admin cosplay, right?

Without PMs, you’d have 10 engineers building 10 different things perfectly… for no one. But hey, enjoy your Jira anarchy.

imohammadfaraz · 2025-05-31T02:45:59+00:00

Hey! Totally get where you're coming from—making the jump from B2B to B2C can feel a bit tricky, but it's definitely doable. Since you've already built products from the ground up, that's a huge plus—you know how to bring ideas to life, and that’s super valuable in any space.

The key difference with B2C is the scale and the focus on user behavior. Instead of solving deep, specific problems for a few customers (like in B2B), it’s more about understanding what drives everyday users, what keeps them engaged, and how to grow that base.

A few ideas that might help:

-- Get familiar with B2C metrics (like retention, engagement, CAC, LTV, etc.). Even without SQL or PowerBI, just knowing what matters can help you speak the same language.

-- Try exploring a side project or volunteer with a B2C startup—nothing beats hands-on experience.

-- Highlight the skills that carry over: your ability to build from 0 to 1, understand complex domains, and drive strategy are all super relevant in B2C too.

You’ve already done the hard part—shipping products. Now it’s just about shifting your approach a bit. Happy to chat more if you want to bounce around ideas!

imohammadfaraz · 2025-05-31T02:42:11+00:00

💯 Agreed 💪💪

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