Establishing a Product Management Office with Hiring Advice

By Leslie Cook
Posted on December 29, 2023

Welcome to our Product Newsletter, a biweekly email highlighting top discussions, and learning resources for product managers.

What We Will Cover In This Edition:-

Top Discussions:

1) Hiring freeze…Is it true?

2) Hiring for a position in VP of product

3) Need advice to establish a product management office, and PMs to be hired

Top Learning Resources:

1. The fundamentals of a product development roadmap

2. The alternative to agile coaches

3. Product discovery basics: Everything you need to know

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Top Discussions

Question 1) Hiring Freeze… Is it true?

My contacts at a few of my target organisations recently followed up with me, and both confirmed that their product teams are experiencing a hiring freeze.
With the present macroeconomic climate and forecasts for a recession, I’m curious to know if this is a trend across industries.

I’m trying to evaluate if now is a good time to start recruiting.

– Matthew Shun

Discussion

A] Several of the larger venture-backed or post-IPO companies seem to be catching up whereas the majority of series A and B organizations appear to have hit a wall last month. I think a big player has publicly announced a hiring freeze, and some people speculate that much of the “efficiency” discussion at last week’s all-hands meeting was a prelude to them beginning layoffs.

Do you mean businesses you’re specifically looking to work for when you mention “target companies”? I didn’t want to assume something just because I had never heard of it and would later find out I was mistaken.

– Naomi Nwosu

B] It’s not uncommon for companies to implement a hiring freeze during uncertain economic times. The COVID-19 pandemic has caused significant disruption across industries and has resulted in many companies reassessing their hiring needs. In addition, predictions of a potential recession could also impact hiring decisions.

However, it’s important to note that every company’s situation is unique, and some may continue to hire despite the challenging economic environment. It’s possible that the companies you contacted are experiencing specific challenges or have made a strategic decision to pause hiring for a certain period.

If you’re looking to start recruiting, it’s essential to do your due diligence and research the companies you’re interested in working with. Keep in mind that the current economic environment may mean that there is increased competition for open positions. However, it’s also important to remember that companies will always need talented individuals to help them navigate through challenging times.
Ultimately, whether or not to start recruiting is a decision that should be based on your individual circumstances, goals, and market research.

It may be helpful to have a conversation with a recruiter or industry expert to gain insights into the current hiring landscape and to get advice on your job search strategy.

– Eva Richardson

C] The impact of the current macroeconomic environment and predictions of a recession on hiring freezes is not limited to large companies alone. Startups and smaller businesses are also facing similar challenges, and some may also have implemented hiring freezes or slowed down their hiring processes.

In terms of the stage of the company, it’s possible that companies at different stages of growth may be impacted differently. For example, early-stage startups that have recently raised seed funding may be more cautious in their spending and hiring decisions, whereas companies that have raised a significant amount of funding or are already profitable may continue to hire as usual.

However, it’s important to note that each company’s situation is unique, and it’s challenging to make generalizations about hiring freezes across different stages and types of companies. It’s always best to research and reach out to individual companies to understand their hiring situation.

The current economic environment may impact hiring across companies of various sizes and stages of growth, but the extent and duration of these freezes may vary. It’s important to stay informed and connected to the job market and individual companies to make informed decisions about your job search.

– Anushka Garg

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Question 2) Hiring for a position in VP of product

In order to replace my manager, who resigned last month, my organisation has finally chosen to hire a VP of Product. They were debating waiting until Q2 of the next year, but after a disastrous work period, they realised that we urgently need a product leader.

Nevertheless, I’ve been asked to brainstorm ideas for case studies or topics that applicants might present in a final round that will likely include our chief growth officer or CEO. As I don’t have enough experience, I wanted to ask here. Can anybody assist?

– Elvin Henriques

Discussion

A] I can provide you with some ideas on what subjects or case studies candidates can present in a final round for a VP of Product role:

Product Strategy and Vision: Ask the candidate to present their approach to developing and executing product strategy, how they define success and how they measure it, and their experience creating a vision for a product and communicating it to stakeholders.
Team Leadership and Management: Inquire about their experience managing and developing product teams, how they ensure accountability and foster a culture of collaboration and innovation. Ask for examples of how they have motivated and empowered their team to achieve great results.
Product Development Process: Request that they present their approach to product development, including ideation, prototyping, testing, and launching. Explore how they manage timelines, prioritize features, and make trade-offs. Ask them about their experience working with cross-functional teams and stakeholders to deliver successful products.
Data-Driven Decision Making: Discuss their experience and approach to using data to inform product decisions. Ask for examples of how they have used data to validate product hypotheses, measure success, and iterate on product features.
Customer Insights: Inquire about their process for understanding customer needs and preferences. Ask how they integrate customer feedback into the product development process, how they measure customer satisfaction, and how they stay current on market trends.
Business Acumen: Explore their understanding of the business model, the competitive landscape, and the market dynamics of your organization. Ask for examples of how they have contributed to the growth of a business through product innovation.
Innovation: Ask about their experience driving innovation in the products they have managed. Ask for examples of how they have taken risks to create new products and how they have managed to balance innovation with practicality.
Communication and Collaboration: Evaluate their ability to communicate effectively with stakeholders, manage conflict, and build consensus. Ask for examples of how they have worked collaboratively with cross-functional teams and influenced decision-making.
Industry Trends: Explore their knowledge of the latest industry trends, emerging technologies, and best practices in product management. Ask how they stay up-to-date on these trends and how they apply them to their work.

These are just a few ideas to help you get started. You may want to tailor these to fit the specific needs and challenges of your organization. Good luck with your search!

– Matthew Shun

B] When applying for VP / CPO roles earlier this year, the interview process included a few conversations with founders and members of the executive team and ended with me giving a presentation with input looking something like this (there were very small variances from place to place).

Describe the key parts of a good product vision
Outline your path for putting together the product vision and strategy for XX.
Shares your thoughts around building and scaling the product organization – roles, locations, processes, tools
Answer the question of how product would be positioned in the company and how it would relate to other teams
Plot out key milestones you want to achieve in the first 90 days

I ended up preparing a 20 minute presentation, expecting there will be lots of discussions, together with the discussions the conversations took 1h-1.5h

– Naomi Nwosu

C] Having recruited VPs of Product, I’d say the best case study is a realistic one that they’d face when they join. This way they get a glimpse into what they’re getting into and the team can see how they think about unstructured problems (the point of a case study). I’m also seeing a lot more teams do “jam sessions” to see the natural instincts of a candidate vs their ability to present.

Sample ideas:

Org structure. How should the team be organized as more hires are made (usually it’s a question of product, design and Eng pods)
Product Operations. How to level up processes like roadmapping, user research, metric reviews, prioritization, etc.
Vision / strategy. How to set a product vision and strategy to realize it over many years.
Coaching / mentoring. How to grow a team, especially if they’re junior.

Hope this helps!

– Eva Richardson

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Question 3) Need advice to establish a product management office, and PMs to be hired

Hello everyone,

The company I work for is expanding very rapidly, therefore as the first Product Manager, I have been tasked with finding other PMs and starting a suitable training program for them. How, is the question.

Given that we already have a Program Management Office and that a Product Management Office would just serve to create more confusion, I first want experienced PMs to advise me on what would actually be the proper word.

Second, I’d like any PM to advise me on the qualities that make a candidate for the position excellent. Although I am a fully autonomous hiring and budgeting authority, I have no more than six months of experience as a project manager. I’m most concerned that if I hire someone with a lot more experience than me, it would hurt my own career.

– Jonathan Tessa

Discussion

A] I can provide some general guidance to your questions.

Firstly, in terms of the right term, it would depend on the organization’s structure and culture. Some companies may use “Product Manager” and “Program Manager” interchangeably, while others may differentiate the two roles based on their scope and responsibilities. If your organization already has a Program Management Office, it might be worth discussing with your supervisor or HR department to find the best terminology that aligns with your company’s practices.

Secondly, when hiring PMs, it’s essential to look for individuals who possess both technical and business acumen, as well as strong communication and leadership skills. Some key qualities to look for include:

Product domain expertise: Candidates who have experience in the industry or domain you operate in will have a better understanding of the customer’s needs and market trends.
Strategic thinking: Look for candidates who can analyze market trends, competition, and customer insights to develop long-term product strategies.
Strong communication skills: PMs need to be able to articulate their vision, ideas, and priorities to cross-functional teams, stakeholders, and customers effectively.
Leadership: PMs should be able to lead their teams and collaborate with different departments to deliver successful products.
Analytical skills: Candidates who can use data to make informed decisions, evaluate risks and opportunities, and measure the success of their products are valuable.

Lastly, hiring someone more experienced than you should not jeopardize your career. In fact, hiring experienced individuals can bring new perspectives, insights, and mentorship to your team. As the first PM, you have a critical role in building a strong product culture and hiring a team that aligns with the company’s vision and goals. You can learn from your team members, and they can learn from you, creating a positive feedback loop that benefits the entire organization.

– Eva Richardson

B] It’s natural to be worried about someone, nor only being more knowledgeable, but overshadowing you and usurping your position.

However, the best comment imo here, is to find people who will be mentors and team players. You’re the coach. You draft players and some will be a better player than you, but you’re the one who brings them all together. You’re laying a foundation that can propel the company forward and allow you to be the best department lead you can be. Both in terms of product management and as a “people” manager.

Focus on those who have genuine mentoring/coaching ability and humility. Yes, it might prove to be a long road, but that’s were those 1:1s come into play. As a comment said, spend 50% of your time on it.

As a new manager, I was pushed to build my team in a rush. Picked a few people because the paper said that they were good, instead of going with my intuition on the person in front of me. And, regretted hiring them. Then double regretted not letting them go when they proved to be exactly what my gut tried to tell me during the interview.

I also hired someone who had 3 years of management experience, where I had 1 month. Best hire I had. Personally, I wasn’t worried about him out shining me, since I already felt “safe” in my role. I think that plays a huge part in how we handle feedback and someone else’s success.

Even when we disagreed or when I had to provide corrections, he continued to respect me and I him. And I did everything in my power to ensure he had the training and knowledge he needed to succeed at the company. So when I left, he could take up the mantle and continue where I left off, as well as make it his own.

Moral of the story:

practice having trust that you earned where you’re at.
That the person you’re hiring is not just for the company, but for your growth as well.
Tip: If you feel during the interview that you’ll constantly have to assert your headship/authority with that person, pass on them no matter how good they they are. (I once interviewed a guy who would only look and answer the male in the room and repeatedly interrupted me. Cue rolling of eyes…)

– Dhiraj Mehta

C] Do you worry that hiring someone more qualified than you will kill your career? As a manager, I make it a point to hire the most intelligent candidates with the most relevant expertise.

What’s going on today in your program management office? What is the identified requirement for expanding product management? the same as fixing any product issue.

Programs are generally seen by me as a collection of projects. In order to coordinate various products with the same release date and manage related deliverables with other departments like training, sales, and marketing, you might establish a program or project for each customer configuration or deployment. In order to properly construct the job descriptions and expectations, you need establish that distinct separation right away.

– Anushka Garg

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Top Learning Resources

The fundamentals of a product development roadmap

A product development roadmap is a crucial tool for any organization looking to bring a new product to market. With careful planning and strong execution, a product development roadmap can increase the chances of success and help turn your vision into reality.

The alternative to agile coaches

If you’ve never done the work to get production software to the point where you can reliably release on demand, or get your product discovery skills to the point where you can quickly address the product risks and discover effective solutions, then you may think this is easy. But it’s not.

Product discovery basics: Everything you need to know

Product discovery is becoming a trendy topic in the world of digital products. Why? What is it? And what do you need to know about it? I’ve got you covered. This article will cover the ins and outs of product discovery.

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