Shaping Products, Leading Teams
Kavindu Narathota
Building impactful products that solve real problems. ? Technical Product Leader, Former Senior Engineer, CSM?, MBA ?
Key Lessons in Evolving from Product Engineer to Product Leader
After years of honing my skills as an engineer, I found myself stepping into a new role; one that required me to look beyond coding and start focusing on the bigger picture. This marked my transition from being a product engineer to taking on leadership roles in product management.
It wasn’t a sudden shift. My experience as a product engineer had already taught me the importance of aligning technical work with user needs and business goals. However, stepping into a leadership role added a new layer of responsibility: guiding teams, making impactful decisions, and ensuring we were building the right products for the right reasons.
In this article, I’ll share how my journey into product leadership unfolded. It wasn’t always easy, but the foundation I built as an engineer made it possible. If you’re an engineer considering the leap into product management or curious about what the transition looks like, I hope my story offers valuable insight.
Forming and Leading Product Teams
When I first stepped into a product management role, one of my biggest challenges was shaping a team that could move away from the traditional “project” mindset and start thinking more strategically about products. The company I joined was used to focusing on delivering assignments rather than building lasting products. My first priority was to introduce better practices and shift the team’s mindset.
It started with small, intentional steps. I began introducing planning and discovery processes, emphasizing the importance of design sprints and iterative development. Over time, we transitioned from simply completing one project to another to creating a continuous product strategy that kept users at the heart of our decision-making. This wasn’t an overnight transformation, but the gradual shift changed how the team approached product development.
As these practices took root, I noticed a significant shift in how everyone thought about their work. Engineers, designers, and even stakeholders began focusing on solving real problems rather than just ticking off tasks. The energy was different — it felt like we were building something meaningful, not just delivering for the sake of completion.
One of the most rewarding parts of this transition was training engineers to think more like product people. Instead of focusing solely on writing code, they started considering how the code would impact the user and how it fits into the broader product vision. Watching them grow in this direction was inspiring, and it reinforced the idea that the best products come from teams aligned around a shared vision and a holistic approach.
During my time with this organization, I also took the opportunity to communicate the importance of a product mindset with my teams and a broader audience. I wrote a series of articles, including Here’s Why Your Team Needs a Product Manager and How to Think Like a Product Manager. Additionally, I authored an eBook, A Guide to Practical Product Thinking, to provide actionable insights for teams looking to align technical execution with business goals.
These experiences not only helped me grow as a product manager but also deepened my understanding of how to build cohesive, product-focused teams.
Growing as a Product Leader
As my career progressed, I moved from managing individual projects to leading teams and driving product strategies. A key moment in this transition was stepping into a Head of Product role, where I had the opportunity to oversee not just execution but the strategic direction of our product portfolio.
In this role, I worked with product managers and cross-functional teams to refine processes and align everyone around a shared vision. The goal was clear: to build products that resonated with users and drove business success.
领英推荐
Leadership in product management, I realized, isn’t about having all the answers. It’s about empowering teams, fostering collaboration, and creating an environment where the best ideas can thrive. By focusing on enabling my team, we achieved meaningful results, from successful product launches to stronger internal practices.
What stood out most was seeing my team grow as product thinkers. Watching them balance technical execution with user needs and strategic goals reinforced the idea that great leadership is about nurturing the potential of those you work with.
Breaking Stereotypes About Engineers in Product Management
A common stereotype about engineers who transition to product management is that they focus too much on the technical side and neglect the business or user perspective. From my experience, technical expertise can be a huge advantage in product management.
Great product managers understand both the technical and business aspects of a product. My engineering background has given me the ability to break down complex technical challenges, communicate effectively with development teams, and ensure the technical foundation aligns seamlessly with the product vision.
Being technical doesn’t mean being disconnected from users or business goals. In fact, it often enables more informed decisions. A deep understanding of engineering processes helps in creating products that are not only feasible but also scalable and sustainable.
For engineers considering a move to product management, my advice is simple: don’t let stereotypes hold you back. Your technical background can be your greatest strength in building impactful products.
Leading with a Product Mindset
Looking back, my journey from an engineer to a product leader feels like a natural evolution. The technical skills I developed as an engineer laid a strong foundation, but it was the shift in mindset — thinking beyond features and focusing on the bigger picture — that defined my growth into product leadership.
Product management isn’t just about building what’s technically possible; it’s about creating products that deliver real value to users while empowering teams and driving alignment. Reflecting on this journey, here are three key takeaways:
For those considering a career shift or aspiring to grow into product leadership roles, remember that the path isn’t always linear. With the right mindset, a focus on collaboration, and a commitment to learning, you can build products that truly make an impact.
This article wraps up my journey from being a product engineer to stepping into product leadership. If any of this resonated with you or sparked new ideas, I’d love for you to share it with your network. Your feedback and thoughts are always welcome, so feel free to engage in the comments below.
Read the full article on Medium: https://blog.narathota.com/shaping-products-leading-teams-d36a23efa430
#Product Management #Product Leadership #Career Transitions #Tech Leadership #Product Engineering
SAAS Product Manager | Software and Product Engineering Expert
2 个月Great insights on transitioning from a product engineer to a product leader! I completely agree that team alignment, a strong product mindset, and overcoming stereotypes are crucial for success in product management. One additional point I would add is the importance of effective communication and collaboration with cross-functional teams.