Does product management only work for tech and startups?

Many product managers face challenges when transitioning to non-tech or corporate organizations. In such environments, their role often shifts from being the "mini-CEO" of a product to feeling like they're the last to know what’s happening. Instead of collaborating closely with UX designers and technical teams, they spend more time dealing with upper management. Routine tasks take precedence over engaging directly with clients and users, and before they know it, they may unconsciously drift into delivery management.

So, is it really that bad? Should product managers overlook growth opportunities in corporate or non-tech environments? Is it a choice between financial growth and creative freedom?

It’s not about rejecting opportunities in corporate or semi-government organizations outright; it’s about when you decide to make that shift. If you’re early in your career and expecting autonomy or decision-making power in such environments, you might face disappointment. The timing of this move is critical.

Many entry-level or junior product managers make the same mistake. They start their careers at large, prestigious companies, thinking the brand name will boost their career. While a big-name employer may look good on your CV, it often doesn’t provide the hands-on experience or challenges that help you grow as a product manager.

Working in smaller organizations or startups early in your career exposes you to challenges that will shape your skills in unique ways. You’ll need to go above and beyond, learning where your limits are and what you’re truly capable of. These environments often demand that you wear multiple hats, push yourself to solve diverse problems, and develop a deep understanding of how different aspects of a business work.

For example, you might have been all over the place. You went to the operation team to fix an issue by yourself, you sat with a customer and learned how and what to ask to get the right answers not the answers you want. You learned how technical things work so you know how to develop something that brings great value in a short time when it’s needed.

In my first job, there was a major change that the management wanted to implement in the app. Initially, we all saw it as just a new feature, including myself. The first thing I did was ask a more experienced colleague, who advised me to speak with the sales team. They were already dealing with the case with the users.

After speaking with them and understanding the root cause of the problem, I realized how big of an issue it was. It wasn’t just about adding a new feature; it had the potential to significantly impact our clients. I started feeling that we weren’t going to solve the problem properly if we continued in this direction.

The frustration from our clients was evident. I knew I needed to understand the issue from the users’ perspective, but at the time, our company didn’t have a practice of talking directly to users. Even if I went through the account management team to arrange a user interview, it could take weeks or even months.

Then, I remembered that a friend of mine knew someone who was a user of our platform. So, I reached out to him informally and arranged a quick meeting. The insights I gained from that conversation were invaluable. It gave me a deeper understanding of the problem, and I began to realize how important it was to engage directly with users.

Over time, I became an expert in my domain, and the team grew to trust my judgment. I reached a point where my opinions held weight—whether it was requesting more time to develop a feature or advising against a certain direction. My input had a significant impact on the product decisions.

I’m not saying this to compliment myself, but rather to emphasize the importance of this process. At the time, I didn’t know how much experience I would gain from these actions. I didn’t have a clear, step-by-step plan in mind. I was actually quite insecure, but I also knew instinctively that I was taking the right steps. That’s why I’m sharing this with you today—to make these steps easier for you and to show you that sometimes, acting on instinct and learning through experience can have a huge impact.

These experiences build a strong foundation that makes you an asset when you eventually join larger organizations. You’ll stand out because your knowledge is broad, your skills are sharp, and your adaptability is unmatched.

On the other hand, starting your career in a big corporate setting often limits your exposure to these growth opportunities. You might find yourself confined to your department, working on assigned tasks at your desk with a fancy laptop, but missing the chance to stretch your abilities.

When you later decide to join a large organization that defines products more as projects and operates with a project-based culture, it can be an even bigger challenge. Transitioning from this mindset to a product-focused approach can be difficult.

In such environments, it’s easy to lose sight of true product management principles. There’s often intense pressure to deliver quickly, do lots of things that have a little to do with the product, with every feature being labeled as a "high priority." Regulations and rigid processes can overshadow product quality.

This is where a skilled product manager shines. They must consistently advocate for doing what’s right for the product and its users, even in the face of constraints. True product management is about balancing short-term needs with long-term goals, ensuring that decisions align with user needs and business outcomes.

So, How Can You Thrive?

Build your skills in environments where you can make mistakes, learn quickly, ship products, iterate, and enhance them. Work in situations where the workload is heavy and take full ownership of your contributions. These experiences will shape you into a well-rounded product manager.

Great, but how?

Reach out to startup founders and product managers on LinkedIn. Ask for internships or job opportunities—it’s an invaluable way to learn the ropes. While earning product management certificates can be helpful at this stage, remember that most certifications are not entirely practical in the real world.

Never ever lose sight of your users, regardless of the environment. Continuously seek ways to connect with them and understand their needs. It’s a serious misstep for a product manager to only engage with top management, business teams, or CX teams without directly interacting with customers.

Talking to your users yourself—not just relying on filtered feedback—makes your job much easier. It also transforms your confidence. When building a roadmap or discussing a business case with top management, you’ll approach these conversations differently because you’ll have firsthand, deeper insights into your users' needs. This enables you to make wiser decisions and take the right steps for the market.

For example, your top management decided to build a new feature in the app that they think will bring a lot of cash; the case is crystal clear. And the way they want to build it is straightforward. So, the requirements are defined. You sit with the engineers first to discuss it before you ship it into the sprint. Then the designer designed the UI, and now the tasks are well designed and are in the sprint under development.

I hate to break it to you, but that’s not true product management. A feature might seem great, but it could be implemented at the wrong time or in the wrong way. Your job isn’t just to follow orders from management; it’s to dig deeper into the problem they’re trying to solve.

Your first step might involve sitting with users to validate and test the idea. Even top management will appreciate you more when you show them the right way to approach the problem. Sometimes, saying no or proposing an alternative approach is necessary to create lasting value.

Whether in a startup, government, or corporate setting, find ways to champion product management principles and advocate for the right approach.

At one of my corporate roles, UX wasn’t a priority for the organization. They preferred clear requirements and rapid delivery. To help them embrace product principles, I adapted my approach to align with their way of thinking.

Since they valued workshops and training sessions, I organized a session in a design sprint format. During this session, they sat with users for the first time and heard firsthand how poorly the product was. They were shocked because they thought it’s great since it has all their requirements and functions properly. Over the next few months, they proudly embraced the changes, walking around and enthusiastically sharing how they had transformed the product into something truly successful and well-loved.

Transition to a corporate or semi-government role when you feel confident in your foundation as a product manager.

In the end, it’s not about avoiding certain sectors or roles—it’s about navigating your career strategically. By choosing the right experiences at the right time, you can grow both financially and professionally without sacrificing your freedom or passion for product management.