The Unconventional Journey to Product Management: From QA to Influencing UX

Who says you need a conventional path to break into the world of product management? Certainly not me. My journey kicked off in the bustling arena of an early startup, “Top Hat,” where my day-to-day battles chasing bugs and user experience woes as a QA analyst sparked a realization: I was on the wrong side of the development process to make the impact I yearned for.

Picture this: a young professional, armed with nothing but a BA in English and a relentless drive, dives headfirst into the tech world. Sounds familiar? Well, except for the English degree part. My weapon of choice was a blend of sales, and marketing, and an insatiable curiosity for agile methodologies and scrum rituals, picked up in the QA trenches. It was in the trenches of QA, amidst a maze of bug reports and customer feedback, that I had my eureka moment. The role of a product manager seemed to beckon, promising the influence I craved right from the product’s inception.

Transitioning from QA to PM? That’s akin to swapping a bass guitar in a garage band for the conductor’s baton in an orchestra — electrifying, petrifying, and utterly bewildering, all at once. The tech world doesn’t always lay out a welcome mat for those looking to leap across disciplines. But where there’s a will, there’s a way — a PM Bootcamp by night for 9 weeks and a small startup willing to let me don two hats: running their QA department and moonlighting as a PM.

Resilience became my middle name, keeping my eyes on the prize: becoming the voice of the customer. With every small project I owned and every standup I ran, the goal was clear — to solve problems, big and small, for users and the team.

Then came the “father figure” of engineering at just the right time, guiding me through the final stretch into the PM role. His mentorship was the beacon I needed, much like how humans need visual landmarks to walk in a straight line.

And let’s not forget the lighter moments that make the journey memorable — like the time we accidentally polled an entire campus with the pressing question, “On a Scale of 1 to 10, How Fruity Are Apples?” courtesy of a Twilio integration gone rogue. It’s moments like these that remind us to double-check the environment we’re testing in, lest we spark an unintended debate on fruit semantics.

In this post, we’ll explore the pros and cons of working in startups, scale-ups, and Silicon Valley tech titans. But more importantly, we’ll delve into the diverse personas of product managers who navigate these worlds, shaping products and user experiences one feature at a time. So, whether you’re a seasoned PM or aspiring to become one, there’s a slice of insight here for you. Let’s get to it

Early Days in Startups: Where Chaos Meets Opportunity

In the startup world, every day felt like a leap into the unknown, much like my initial foray into QA at Top Hat. It was here, in these environments, where agility is king and resources are scarce, that taught me invaluable lessons in prioritization and the art of the possible.

But let’s be real, navigating a startup is like skiing with dynamite strapped on — you’re exhilarated by the velocity and potential impact, yet acutely aware of the cliff lurking beyond the next curve. It was exhilarating and exhausting, a testament to the tenacity required to thrive in such an unpredictable landscape. Amid the glossy perks of 2010s startups (complimentary lunches, beer o’clock Fridays, and Smash Bros lunch tournaments), lay the stark reality: your company is on a timer, and it’s a race to expand your user base or turn a profit.

Lesson Learned: In the world of startups, every day is a lesson in improvisation. You’re not just an employee; you’re a pioneer on the frontier of innovation. And while the risk of failure is always lurking, the thrill of contributing directly to the product’s heartbeat is unparalleled.

Scale-ups: The Middle Child of the Tech Family

As I ventured into the land of scale-ups, I discovered a new breed of challenges and rewards. Here, products have found their footing, and the mission shifts from survival to growth. It’s like graduating from a bicycle to a motorcycle — you’ve got more power, but you still feel the wind in your face.

Transitioning to a scale-up was similar to being shot out of a cannon directly into a circus performance — you’re in the air, the crowd is watching, and you have no idea if you’re going to land in the safety net or on the back of a galloping horse. It’s thrilling, petrifying, and a tad bit ridiculous all at once. You dust yourself off, ready to juggle fire or tame lions (also known as “managing stakeholder expectations”) while pondering existential questions like, “Was signing up for this trapeze act a brilliant move or a spectacular misstep?”

Here, processes began to take shape, and the impact of my work could be seen at a larger scale. The challenges of growth were real — navigating the evolving dynamics and maintaining agility while layers of complexity added up — but so were the opportunities to shape the product and the user experience in meaningful ways.

It’s funny how scale-ups remind me of adolescence: awkward growth spurts, identity crises, but also the undeniable buzz of potential. My dual role at a small startup, juggling QA and PM responsibilities, was a crash course in wearing multiple hats, fostering a blend of creativity and strategic thinking that would define my approach to product management.

Stepping into the PM role, you quickly find it’s less about wearing hats and more about juggling them — sometimes while riding a unicycle. Your team? A brilliant mosaic of minds, from fresh-faced interns to sage wizards of code, all turning to you for wisdom. Suddenly, you’re the captain of a ship where everyone expects you to navigate through the fog of development without a compass. Hello, imposter syndrome, my old friend. But guess what? You’re not alone in feeling out of your depth. Here’s the open secret, whispered in the wings of startups and scale-ups alike: everyone, at every level, feels this at some point. It’s the rite of passage in the realm of innovation— exciting, but mildly terrifying. The trick? Keep skiing, keep learning, and remember: if you don’t blow up, you’re doing it right

Aha Moment: Scale-ups taught me the value of balance. Balancing agility with structure, innovation with scalability, and autonomy with alignment. It’s a delicate dance, one that requires both grace and grit. And let’s not forget the growing pains —You see, working at a scale-up is like playing a game of Tetris on expert level — with your eyes closed. You’re constantly trying to fit square pegs (project deadlines) into round holes (reality), all while the game speed exponentially increases (market demands). And just when you think you’ve mastered the art, the game changes from Tetris to Jenga, and you’re playing with spaghetti sticks.

At the Helm in an Established Company: Steering the Ship

Then came the leap to Credit Sesame, the established giant. If startups are speedboats and scale-ups are sailboats, established companies are the cruise ships of the tech sea. Steady, powerful, but oh, so hard to pivot. The big leagues. Here, resources weren’t an issue, and the scale of impact was something I had only dreamed of in my startup days. Yet, with great power came great responsibility — and a fair share of bureaucracy. Making a tangible impact often felt like trying to turn the cruise ship with a paddle.

In the big league of established companies, being a PM feels like going from being a one-person band to leading an orchestra. Suddenly, tasks like usability testing, which used to be your solo gig, are now in the hands of entire departments. It’s like discovering you’ve been playing in the minor leagues, and now you’re called up for the majors.

Here, the ecosystem is bustling with specialized PMs, each playing their part in harmony. Imagine the VP of Product as the conductor, with Senior Growth PMs tweaking user growth like fine-tuning a violin, and Senior Platform PMs ensuring the stage (aka platform) can support the performance. As for Engagement PMs (that’s me!)? We’re making sure the audience falls in love with the show, ensuring every note resonates. And when we all play together, directed by our shared goals, it’s not just music — it’s magic.

But remember, orchestrating this symphony means coordinating with a diverse team, turning potential cacophony into a masterpiece. It’s a challenge, sure, but one that comes with the thrill of creating harmony out of chaos.

In the bustling kitchen of a large company’s product management, we’re a bunch of chefs each trying to whip up our signature dish. Imagine trying to coordinate a gourmet feast where everyone’s a head chef in their own right — chaos is just a misplaced spatula away. It’s a dance of diplomacy, where we juggle priorities and resources like we’re contestants on a cooking show, each with our unique recipe for success. Our mission? To blend our diverse visions into a Michelin-star menu that delights our users and hits our North star metric out of the park.

Epiphany: Working in an established company is a masterclass in patience and perspective. It’s about finding your niche within the behemoth and making a tangible impact. Yes, the pace might be slower, but the scale of influence is massive. But every experience brought its lessons. If startups taught me agility and scale-ups taught me balance, Credit Sesame taught me the value of patience and strategic foresight. It was a different kind of challenge, one where success was measured not just by the speed of execution but by the depth and sustainability of the impact

The Many Faces of Product Management

Through it all, the roles I’ve played have been as varied as the companies themselves. I’ve donned many hats — some fit perfectly, while others took some adjusting. From the scrappy problem-solver in startups to the strategic navigator in established giants, each role demanded a different aspect of my skills and personality.

Key Insight: The essence of a great product manager lies not in the title, but in the ability to empathize with users, to navigate the complex web of development, and to champion the product’s vision. Whether in a garage-sized startup or a towering corporate giant, the core mission remains the same: to build products that solve real problems.

Reflections: Embracing the Chaos and Finding Your Path

Looking back, I see a path marked by trials, errors, and triumphs. From the accidental campus-wide poll that asked, “How fruity are apples?” to the mentorship that guided me through the transition from QA to PM, each step was a learning opportunity.

Final Thought: The journey through startups, scale-ups, and established companies is more than a career trajectory — it’s a voyage of self-discovery. It’s about embracing the chaos, learning from every twist and turn, and ultimately, finding your place in the vast tech ecosystem.