Whether you’re trying to break into the world of product management or have been part of it for years, interviewing for a product manager role is hard. There’s no one right answer to any question because there’s no one right way to do product management. The skills and perspectives that would make you a great PM at one organization might not translate at others. But there’s one thing that is true across the board and that’s that preparation can make or break an interview.
It seems that just about everyone knows that a product that is a large heap of stinkin’ features is a Not Great Thing. There are hundreds of articles written on the topic of good product management and why it’s so important to fight the good fight against feature bloat.
Product management teaches you to think critically, make difficult decisions, and identify areas of opportunity in tough situations. How product managers develop and grow these skills will vary, though. There’s no blueprint to follow and there’s no secret to success.
Each month, a group of Boston’s brightest product minds gathers over coffee and pastries to chat about the world of product management. For attendees, it’s not only a welcomed break from the monotonous beer-and-pizza-and-a-panel-discussion meetups, it's an invaluable resource for ideas, advice and mentorship. We had the pleasure of hosting the group’s latest gathering here in HubSpot’s Cambridge office.
It’s a good time to be a SaaS company. We have tons of information at our fingertips on the metrics software-as-a-service companies should be tracking, including benchmarks for those metrics. But this wasn’t always the case; I remember when "Customer Acquisition Cost" and "Lifetime Value of a Customer" were buzzwords. Now, we have more acronyms than we know what to do with and those two only scratch the surface on how your biz is doing. No offense, CAC and LTV, but we need to dig a little deeper.