Reasons to Become a Product Manager - Deepstash

Reasons to Become a Product Manager

Become a product manager if you are fulfilled by:

  • Solving people’s problems 🙇‍♂️ 
  • Driving business growth 📈 
  • Working closely with a variety of people 👨‍🎤 
  • Developing a strategy 🤔 
  • Getting shit done ✅ 
  • Leading a team 🤝 
  • Communicating often and broadly 🗣 
  • Making decisions 👍 
  • Creating amazing experiences for people 👌 
  • Being organized, detail-oriented, and prepared 😎 



  • Taking any problem and being able to develop a strategy to resolve it.
  • A PM that is good at nothing else but execution is valuable to a team.
  • Communication. Everything you do as a product manager is done through writing, speaking, and meetings.
  • Leadership through influence
  • Making decisions, informed by data.
  • Building great products, and having taste. You are building a product for other people, and so you’ll want to build some experience doing this.
  • Always being prepared. Having the “I got this” aura.


Product intuition is a skill: it is the observation of human behavior, trained by data, and applied to software.


The decisions PMs make are the ones that unblock their team so they can continue to build. They don’t need to make every decision, but they are responsible for ensuring a decision gets made — whether by them, their team, or their stakeholders. Product managers are the hedge against indecision.


Executing well is like captaining a tight, smooth-sailing ship. You need to make sure that everyone knows what they need to do and then does it, that the crew hums together in unison, [and] that you estimated the journey well enough to have packed ample supplies.


  • Internal transition at a large company — Generally the easiest and quickest route.
  • Finding a junior PM role at a large company — Likely the most common route, but is limited to companies with APM or internship programs. 
  • Joining a startup with a burning need — The key to this route is having connections with startup founders, showing a lot of hustle, and delivering success when you are given the chance.
  • Starting your own company —This is by far the most work-intensive path, and rarely planned, but hey, it works. 


Do not become a product manager if you are primarily fulfilled by

  • Appreciation 🥳 
  • Having your way 😑 
  • Being left alone 🚨 
  • Always being right 🤓 
  • Designing or building things yourself 👩‍🎨 
  • Everyone liking you 🥴 
  • Flow states 🧘‍♂️ 
  • Avoiding meetings 🤐 
  • Avoiding email ✉️ 
  • Avoiding people 🤨 


Deepstash helps you become inspired, wiser and productive, through bite-sized ideas from the best articles, books and videos out there.



The throughput funnel for a team is a function of velocity, success rate and average impact:

  • Velocity: how many feature experiences are you putting out per engineer per week? Example at Airbnb: 1 test/engineer per week.
  • Success rate: for 100 experiments, how many are a statistically significant winner that you’re going to roll out? A good benchmark is a 20-30% success rate which means you should expect 70-80% of your test to be flat or negative.
  • Average Impact: if you have a 30% success rate, what’s the average impact over these?


Webinar: Growth Optimization: Metrics & Frameworks by MasterClass Sr PM, Michael Berliner

Webinar: Growth Optimization: Metrics & Frameworks by MasterClass Sr PM, Michael Berliner

Product School

Product Managers (PM) are responsible for the growth of the product from the start. If the product fails, the PM takes full responsibility. To ensure a successful outcome, PMs need to spend a lot of time with their product to make it valuable for its users.



Skilled improvisers are necessary

When you deal with a crisis, you need managers and employees that can think on their feet and act fast without first looking for an instruction manual. It means that you need skilled improvisers.

Capable improvisers will steer their companies through crises, paradigm shifts, technological breakthroughs and environmental disasters. But employee training programs seldom focus on becoming better improvisers, and hiring teams don't often screen for improvisation skills.