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Howdy đ folks, Andy in the house today and I recently interviewed my mentor Lauren Furey. Lauren is an expert in building 0-1 products and she has done it several times at DocuSign and now at Lattice. We spoke about:Â
Laurenâs Path to Product ManagementÂ
Advice for new grad Product ManagersÂ
Complexities of building 0-1 ProductsÂ
Could you give us a quick overview of your career? I know you transitioned from product marketing to product management. So why did that transition happen, and can you walk us through your career journey so far?
I think what you'll find through this conversation, and probably true for many product managers, is that I tend to follow where there are good people and challenging opportunities. If I see that intersection, I tend to gravitate toward it. That's how I ended up where I am today.Â
But at the core of it, I started in advertising at a digital media company, doing demos of our internal software tool. During that process, we noticed that our customers were interested in using our internal software product rather than our services. Recognizing that opportunity within the company, I volunteered to build a team. Our team worked as business analysts, conducting demos and understanding customer needs, which we then brought back to the product team. When we realized we needed to develop products specifically for customers, I transitioned to product marketing for our services side. That's how I eventually moved to DocuSign, working in product marketing.Â
Product marketing is similar to product management in that there is a spectrum of how closely you work with the business. At the digital media company, I was closer to the product, while at DocuSign, I was more aligned with sales. However, I didn't feel as fulfilled in that role and when an opportunity opened up in product management, I pursued it. Since then, I've been in product management, spending a few years at DocuSign and now working at Lattice on a complex green field development project in the HR space.
With limited time on this planet, of all the things we can do, why did you choose product management?
Firstly, I genuinely enjoy working. Whether it's in service to others or learning about people and businesses, I find fulfillment in the process. Having someone believe in me and entrust me with a project or initiative feels validating and energizing. Personal growth is also important to me, and product management provides constant opportunities for learning, making mistakes, and growing as a professional. It may sound cheesy, but I appreciate the journey of self-improvement that comes with being a product manager.
How would you advise APMs to build their careers if you were to simulate yourself as a new grad PM joining Lattice as an APM?
I am someone who believes there is value in taking an atypical path, so I encourage individuals to pursue what interests them and excites them. If it's not immediately a PM position but something adjacent, that's perfectly fine. Starting where there's interest and opportunities to build business and customer focus is important.Â
In terms of the PM career path, I think the best product management leaders have a solid foundation in the technical and operational aspects of the PM role. It's crucial to have visibility into what you're asking of your team and what the organization needs to deliver for the customer and the business. So starting in a role where you can gain that technical understanding and gradually progressing through the PM career, even though it may feel like a grind, is valuable in building your skills and knowledge. Additionally, as a new grad, having a good attitude is essential in product management. You need to be a good listener, be humble, and be comfortable with being wrong. Product managers often deal with uncertainty and require intuition, which takes time to develop. So patience, humility, and a willingness to learn from mistakes are crucial qualities to cultivate.
What are some high-leverage actions that new grad PMs or APMs can take to have exponential benefits throughout their careers?
From my perspective, coming from a product marketing and sales background, I believe it's important to be curious about how the business functions and how it resonates with customers. Understanding the entire customer experience and touchpoints, from initial sales conversations to support and product deprecation, is valuable for solving complex problems. By familiarizing yourself with the mechanics of the business and its strategy, you can better align your product decisions with the overall goals. Additionally, being fluent in business language and finance can greatly benefit a PM's career trajectory. Asking questions is another high-leverage action. Don't hesitate to seek answers and be curious. Whether through direct messages, meetings, or 1:1s, embracing a mindset of continuous learning and exploration will contribute to your growth as a PM.
I was fortunate to have you as my mentor and during our mentoring sessions, we brainstormed and found great value in our discussions. Should early career PMs seek mentors, and how can they find the right mentor without testing the waters extensively?
Yes, having a mentor can be beneficial, but it shouldn't be forced. Mentorship is often seen as a critical part of career advancement, but it's important to find someone who resonates with you and with whom you can exchange value. If you come across someone who speaks to you and you feel a connection, then pursuing a mentorship relationship can be valuable. However, it's not necessary to force a mentorship if the right fit isn't immediately apparent. The key is to be open to learning from others and seeking guidance when needed.
I have known you to be a person with a lot of tenacity, passion, and confidence, and I consider you one of the best PMs out there. However, people in the Product Management space often mention that good PM skills include being customer-focused, having technical knowledge, and making data-driven decisions. What do you have to say about this?
Yes, the qualities you mentioned are all soft skills and part of how I operate and approach my work. The other hard skills you identified are things that you learn on the job and develop over time. However, the key aspect of being a product manager is self-awareness. You need to understand where you excel and where you need improvement. It's about recognizing your strengths and weaknesses and working on rounding out your skill set. For example, when I took on a 0-1 project at DocuSign, I was aware that I wouldn't be handed the responsibility automatically. I had to advocate for myself and understand the realities of the business. I had to step outside my comfort zone, be confident, and ask for what I needed. It's about knowing how to dial up or dial down certain qualities based on the situation and constantly learning and adapting.
Building a "0 to 1" product is no joke, and you have experience doing it multiple times at DocuSign and Lattice. Do you believe that passion plays a crucial role in successfully building such products? How important is passion when it comes to "0 to 1" product development?
Passion does play a role, but it doesn't necessarily mean having overwhelming enthusiasm for the initiative. The business as a whole needs to be passionate about it. When going from "0 to 1," there's a different mindset required. It's about being willing to take risks, acknowledging that you will make mistakes, and having the belief that the initiative is worth pursuing. Passion can come from different sources, whether it's from yourself or a stakeholder within the business. What you as a PM should be good at is being a cornerstone for your team. The mental shift required in "0 to 1" is significant, as there are numerous unknowns and a need for fast-paced development. Prioritization and core value drivers may need to be adjusted. Having someone who believes in the product, whether it's yourself or others, is crucial. Passion is about being willing to push through challenges, even when it can be maddening at times.
As a product manager progresses in their career, do you recommend that they experience building a "0 to 1" product at some point? Is it worth the experience, as it can get exhausting?
Yes, I do believe it's worth trying if the opportunity presents itself. Building a "0 to 1" product offers valuable learning experiences in terms of go-to-market strategies, collaboration with engineering and design teams, and operating in a more fluid and fast-paced environment. It helps you develop skills in handling different situations and challenges. However, I don't think every product manager needs to actively seek out "0 to 1" experiences. Each type of product development, whether it's growth, maintenance, or "0 to 1," offers its own set of unique problems to solve. If you have the chance to try it, take it. But there's value in gaining expertise in different areas as well.
You can connect with Lauren Furey on LinkedIn
And, follow us on Twitter as well- Andy Bharadwaj and Deekshit BN