One of the questions people ask about our product team is what software development process we use. Do you practice scrum? Are you an agile shop? Does HubSpot take a Kanban approach? Are you lean? (That last one feels a little personal, doesn’t it?) The answer is always: we don’t follow a process, we pretty much just solve for the customer. And every time, they roll their eyes.
...I intend to go on doing just what i do!
And, for your information, you Lorax, I’m figgering
on biggering
and BIGGERING
and BIGGERING
and BIGGERING
- Dr. Seuss, The Lorax
In the technology world, we spend an awful lot of time thinking about and striving for growth. At the risk of turning poor old Theodore Seuss Geissel in his grave, I think this a good thing. Thinking about growth, the right kind of growth, can drive teams to create tremendous value.
I recently published a post on our internal wiki describing the product management role at HubSpot. A good number of folks suggested that this would be great discussion for our external audiences as well, so here you go.
What exactly does a HubSpot product manager do? This should be an easy enough question to answer, but in reality it's a bit more complex to describe than one might think. Part of the problem is that the product manager position is different in every company. There really is no one-size-fits-all way to go about the job, and that’s as it should be. Good product companies build engineering and product organizations that match their own unique cadence, customer needs, trajectory, market, and opportunity (among other things). And as your business grows and changes, so should your product team.
We at HubSpot continue to evolve our product organization as circumstances change, but there are a few things that we hold fast to because we believe they set us up for success. A big part of that is the role played by the product manager. But in order to understand the product management role at HubSpot, it’s important to start by understanding the technical team structure as a whole.
