Hey I am looking for someone who can offer mock interview feedback and help me transistion into PM role from analytics & DS domain.

Idea management and innovation management often get lumped together, but they are not really the same. One is about collecting and surfacing ideas, while the other is about taking an idea all the way through evaluation, approval, implementation, and measuring results. A lot of teams end up buying an idea collection tool expecting it to handle the full lifecycle, then run into problems once governance across departments becomes important. It's worth knowing the difference before shortlisting tools, since many stop at idea capture while others cover the process through evaluation, approvals, implementation, and ROI tracking.

I'm considering creating a tool to solve a problem I frequently encounter in SDLC: the disconnect between what's agreed upon in chats and meetings and what actually ends up in Jira, code, and tests.

The problem I see: A decision to change requirements is made in Slack or a meeting. Everyone nods, but no one updates the wiki/Jira. As a result, the developer or tester spends half the day working with old assumptions.

Solution idea: An assistant that is added to meetings, tagged in Slack discussions, and detects potential findings/changes in requirements, then generates a ready-made proposal to update the task for approval by the Tech Lead or PM (human-in-the-loop, zero AI arbitrariness).

In my experience, this is a real problem, but my experience is obviously limited, so I'd like to know what it's like for you:

How do your teams currently handle transferring decisions from Slack/meetings to Jira/documentation, and how often does this process "leak" in your case?

I’m looking for advice from people who have successfully landed Senior Product Manager roles at companies like Microsoft, Anthropic (Claude), Atlassian, Google, Uber, Rippling, Stripe, Freshworks, ThoughtSpot, Visa, and similar product first companies.
A bit about me:
I have around 8.5 years of experience across engineering and product. I understand code well and can comfortably work with engineering teams, but I’m not deeply skilled in areas like distributed systems, system design, or low level architecture.
Over the past several months, I’ve interviewed with 15 to 16 companies. I consistently clear the initial rounds, but I usually get rejected in Round 3 or Round 4. I’ve interviewed with companies like Microsoft, Visa, Freshworks, ThoughtSpot, and others.
The feedback is rarely specific, which makes it difficult to identify the real gap.
From your experience, what separates candidates who consistently reach the final rounds from those who actually receive offers?
Some questions I’m trying to answer:
If you had 6 to 12 months to prepare for Senior PM interviews, how would you structure it?
How important is system design for Senior PM roles? To what depth should a PM understand architecture?
What technical topics should I master beyond APIs, databases, cloud basics, and SDLC?
Is product sense or execution usually the deciding factor at senior levels?
How do you become exceptional at product strategy and metrics interviews?
Are mock interviews worth paying for? If yes, which platforms or coaches genuinely helped?
What books, courses, or resources had the highest ROI for you?
What mistakes do experienced PMs commonly make during interviews without realizing it?
My goal is to land a Senior PM role at a top product company within the next 6 to 12 months. I’m willing to invest the time, but I want to focus on the right things instead of preparing randomly.
I’d especially appreciate responses from people who have been in a similar situation and eventually broke through after multiple interview rejections.
Thanks in advance for any advice, preparation roadmap, or hard truths that helped you succeed.

I feel like my current interview answers are too generic and mostly summarize my resume rather than explaining why I’m uniquely a strong fit.

For example:

"I believe I'm a strong fit for this Staff PM role because I have 10 years of Product Management experience, including setting vision, defining strategy, and building roadmaps across [Company 1] and [Company 2]. These experiences align well with this role. I'm also excited about building the next decade of my career at [Company] because of the culture, customer impact, and opportunity to contribute."

How do senior and staff PMs approach this question? What makes an answer stand out?

Hi all — this is specifically for marketers who are in the process of trying to break into product management, not marketing in general, so apologies for the narrow ask.

I'm doing research on this specific transition and would love to talk to a few people currently living it. Not selling anything, no survey link — just want to hear real stories.

This is you if:

• You've got around 4–7 years in marketing and are currently applying to IC-level PM roles
• You're still employed in marketing while you search
• In the last few months you've done something concrete about it — built a case study/portfolio project, taken a PM course, worked with a coach, or applied to a good number of PM roles

If that's you, I'd really appreciate 20–25 minutes on a call — what's worked, what hasn't, what's actually been frustrating. Happy to share back anything useful I learn along the way.

Comment or DM and I'll send a scheduling link. Thanks for reading this far even if it's not you!

Hey,

I'm a new PM/manager (came from a software engineering background, but I've also built and managed products in the past, some of them even my own). I joined this agency to take over a project that is now in week 9 of 16.

The team is small: 1 Tech Lead, 3 devs (1 senior, 2 mids), 1 QA and me as PM. We all work remotely. The situation is classic: messy project handover from the previous agency. Our job is to either fix the existing system or rewrite it to cover the client's critical use cases and hopefully earn a project extension.

The Tech Lead (working 5-10 hours/week on this project) and the senior dev joined first, about two weeks before everyone else. They came as a package from previous projects and they have tenure in this agency. I joined on week 3 and needed about two weeks to properly onboard, so you could say they drove the project for roughly the first four weeks.

The results were poor. The project I inherited was a collection of AI-generated Github Issues spread across multiple GitHub repos, with work happening mainly on low-value priorities while critical issues were either not clear or ignored. Tech Lead/Senior Dev aren't capable of managing other devs, all they can do is review some code and say a sentence or two in the daily standup, that's it. It's up to me to make sure devs are working on what they should be working, it's up to me to double check code scope with task scope, it's up to me to even track dev hours to make sure they are not billing for nothing (we had an issue in the past where 1 dev was billing like 2x the amount of hours he actually worked). We also didn't migrate from the previous agency's infrastructure until around week 5, which meant we couldn't even identify the real bottlenecks until then. Real development only started after I've onboarded and started pushing very hard for proper project and testing tools.

For the last 5 weeks I've been trying to get the project under control. I set up a proper Jira project, established daily team sync meetings, started running structured client meetings, managed the team and even bought out of my own pocket and personally delivered hardware just to unblock devs instead of waiting for delivery from the client overseas. Since then, delivery has noticeably improved.

The biggest challenge hasn't been the project itself. It's the leadership dynamic.

My expectation when I joined were simple. As a PM I expected to be able to decide what we build and when, while technical leadership advises me on how to implement it. Instead, I constantly feel like I'm fighting for ownership of the project. The two mid developers and QA have no issues with my structure. The problems are with the Tech Lead and the Senior developer.

1. Processes aren't being followed.

The senior dev (who for the record has very poor soft skills) regularly starts implementing "spike" tickets based on breadcrumbs from client meetings. Undocumented decisions end up being merged into production without acceptance criteria, documentation, or QA context. QA then asks me what they're supposed to test, and I end up reading code just to understand what changed. I also have no visibility on how much hours he's working as he logs these hours in the system only at the last day of the month, not daily how the rest of the team does it.

The Tech Lead (who is on this project only temporary and when he leaves the Senior Dev is supposed to become the new Tech Lead) spent weeks working on a UI redesign and last Friday decided that it's a good idea to demo it to the client before ever showing it to me or aligning on priorities. I have no visibility on what his goals and what he's working on.

2. Client communication is becoming messy.

I originally invited the Tech Lead and senior dev to client meetings because I wanted technical expertise in the room.

Instead, the now Tech Lead often dominates the first 30 minutes discussing long-term product/architectural vision or asking questions that should be asked on week 1 or week 2, not on week 9 of the project. It derails the meeting and makes it much harder to groom the work that actually matters right now. Tech Lead (who works maybe max 10 hours a week on this project) also feels that it's his place to decide on what are we commiting and what not, and feels like he's doing me some favours here, when in reality my decisions so far resulted in nothing but value for the client/project, while his decisions caused massive delays, in the beginning of the project.

3. Leadership isn't clear.

Basically it feels like I have all the responsibility but not the authority. I've tried bringing this up in our leadership chat groups with senior dev + tech lead but nothing is changing. I have experience driving much bigger projects successfuly and at this point having to deal with these two on such a small project is becomming surreal. They keep telling me that I'm the most responsible one here, but shouldn't freedom of decisions come with this as well?

I have over 400 hours on this project. The Tech Lead has around 80 max. I'm carrying the delivery responsibility, client communication, planning, prioritization, and day-to-day execution, but I'm still being second-guessed on decisions by someone whose contribution has mostly been a redesign proposal that won't even be used until if we don't get a project extension after 7 weeks. And the same Tech lead made very poor decisions initially, that basically are the root cause of us having to rush and having to do so much in such short time now.

Sometimes I feel like I don't know something here. Perhaps, the Tech Lead, since he has more tenure in this agency knows something I don't - perhaps contract that we signed was not for 3-4 months but for 6 or 12 and I'm just ramping everything here for no good reason. I don't know anymore.

Tomorrow I have a leadership sync meeting. My plan is to raise these issues and call for a separate meeting with the Tech Lead, CEO, and COO.

My proposal is to make Tech Lead and the Senior developer my direct reports and that all information should flow through me. I also want to have separate meetings with the client 1on1 so we could go through priority things, and move techlead's to a separate meeting.

We have 7 weeks left. We don't have time for competing leadership or same endless debates. Technical decisions remain theirs, but project direction should come from one person, who has most context, which happens to be me.

Am I looking at this the wrong way?

For those of you who've inherited struggling projects, how did you establish clear ownership when senior technical people resisted it?

The process ran six rounds, then three weeks in team matching, and finally clearing the hiring committee for an L5 Product Manager offer. The loop itself was one recruiter screen, two product design rounds, two execution and analytical rounds, and one Googlyness round.

A couple of questions I still remember. For product design, they asked me to design a localized, high-scale delivery product for a dense urban market like Tokyo. They really pushed on the localization and density angle, so don't just reskin a generic delivery product. The constraints are the whole point. The analytical round centered on YouTube launching a new creator monetization tool and measuring the metric trade-offs between immediate ad revenue and long-term creator retention. That one was less about picking the right metric and more about how you reason through competing priorities.

On prep, I used Product Alliance to study their Google roadmap breakdowns and mocked against their question bank. I also ran mocks with ChatGPT and Claude to drill frameworks and get fast feedback on structure. Then I did a few live peer mock sessions, and my final mock was with my brother, who used to be a senior PM. The AI mocks were great for volume and structure cause it's what I could afford at that moment, but I'd advice anyone to mock with humans if they can afford it.

So that's pretty much it.

Hi everyone,

I’m preparing for Product Manager/APM interviews and looking for someone interested in doing regular case practice sessions together.

We can practice:

Product design cases (Improve X, Design a product for Y)

Product strategy cases

Metrics & analytics problems

Root cause analysis

Estimation/guesstimates

I’m hoping to find someone who is consistent and willing to give/receive structured feedback after each session.

A little about me: I am an IIT Delhi graduate currently working in Product at a fintech company and preparing for PM/APM opportunities.

I have interview for product manager role at salesforce . What’s more important to keep in mind to land the offer . It’s highly competitive out there but still I wanna take my shot by maximizing the knowledge I have . Thanks in advance!!

If you had to choose one technical path that provides the most relevant skills for a future PM, which would you recommend?

Java Backend Development

Python Backend Development

Python Data Science/Analytics

I'm looking for the option that would best help me understand products, work effectively with engineering teams, and build skills that are actually useful in PM roles.

I'd love to hear from current PMs. Which of these backgrounds do you think translates best into Product Management, and why?

PS: This question is more directed towards PM roles in India

Hi everyone from NZ,

I’m looking to transition into a Product Management role and would really appreciate advice from people who have made a similar move or who hire PMs.

My background is in the AgTech industry, where I’ve worked across customer success, sales, marketing, and technical support for precision agriculture cloud platforms. Those roles have given me the opportunity to work closely with customers, understand their challenges, troubleshoot technical issues, gather feedback, and help drive product adoption.

Through those experiences, I’ve realized that what I enjoy most is identifying customer problems, understanding the “why” behind them, and working with cross-functional teams to create better product experiences. That’s what has motivated me to pursue Product Management.

I’m currently building my PM knowledge around product discovery, prioritization, roadmapping, agile delivery, product strategy, and using data to make informed decisions. I’m also looking for opportunities to gain hands-on experience and build a portfolio that demonstrates product thinking.

I’d love to hear your thoughts:

If you were making this transition today, where would you focus your efforts?

What skills or experiences from customer success, sales, and technical support translate best into Product Management?

What projects or portfolio work helped you land your first PM role?

What advice would you give someone trying to break into Product Management without previous PM experience?

I’m keen to learn, put in the work, and would genuinely appreciate any advice, resources, or experiences you’re willing to share.

Thanks!

Every org I’ve worked in has the same unspoken “types” of PM. The vision person who struggles to ship. The execution machine who never questions the roadmap. The data one who wants an A/B test for everything. But I never had a clean way to describe where someone actually sits, or admit that most of us are a messy blend of two.

So I built Orlog, a free PM personality test: https://orlog.fourg.dev/

How it works:

• You go through real workplace scenarios instead of “rate yourself 1-5” questions
• It maps you to one of 6 archetypes: Strategy, Builder, Discovery, Growth, Operational, Founder
• Then it gives you your hybrid type (15 combinations), your strengths, and your blind spots
• No login, no email, result is instant. Free, and I plan to keep it that way

Stack: it’s a fairly simple web app, the harder part was designing the scenarios so the questions don’t telegraph the “right” answer. Building it honestly forced me to get opinionated about what actually separates a Discovery-leaning PM from a Growth one.

It’s still early (around 86 people through it so far), so I’m mostly looking for feedback on:

1. Does your result actually feel like you, or is it off?
2. Are the scenarios realistic, or do any feel contrived?
3. Anything in the results page you wish it told you but didn’t?

Happy to hear it’s broken in places, that’s exactly why I’m posting. Thanks for taking a look.

I started a new Product Manager role at the beginning of this year, and it's my first time working in product management. I've been with the company for several years, but in a completely different function.

Honestly, I feel like I was misled about what this role would actually entail. My understanding of product management, and what was outlined in the job posting, included responsibilities like managing backlogs, conducting customer interviews, building roadmaps, prioritizing features, and being involved in the product lifecycle. During the interview process, I was very clear that I wanted to learn and develop those skills. At no point was I told that none of those responsibilities would be part of my day-to-day work.

The reality is that the product I support is owned by a completely different division within the company. We don't own the product strategy, roadmap, backlog, or development process. The other division essentially loans us the product to sell. Most of my work consists of joining customer calls, demonstrating the product alongside Sales, and helping move deals toward closing.

Had I known that was the actual scope of the role, I probably would have stayed in my previous position. I recently shared my concerns with my manager and expressed a desire to gain experience with more traditional PM responsibilities. Unfortunately, the conversation quickly shifted to, "Maybe this isn't the right role for you."

To be honest, I agree, it probably isn't. But here I am. 😩

For those who have transitioned into product management, especially without prior PM experience, is this kind of situation common? Has anyone else found themselves in a "PM" role that was really more sales-focused or product enablement-focused?

I'd love any advice on how to navigate this situation, build actual product management skills, and make myself more marketable for a true PM role elsewhere. I'm becoming more frustrated and disengaged by the day, and I'm trying to figure out the best path forward.

Currently IC6 PM at FAANG. I’m crushing interviews early round and getting to final stages. All five onsites I’ve interviewed at I’ve ended up being a top 2 or 3 candidate but not getting an offer. Reasons from company are always vague “we found someone whose background was a better fit” etc.

I was talking to a friend and he said I am probably being "too honest" and in this market "screw honesty" just say what you want them to hear. I'm absolutely against this and won't do it but got me thinking...

1) What are the buzzwords or attitude that leadership/ HMs want to hear today in L&D interviews? e.g. is it extreme accountability, super alpha aggressive leadership etc.?

2) Are people actively lying/ bullshitting more to land offers?

3) If you are someone who is crushing L&D interviews what do you think is resonating with HMs/ VPs?

2 months ago I posted this: https://www.reddit.com/r/prodmgmt/comments/1t19qap/inprogress_job_search_as_principalstaff_pm/

I'm relieved to update that my job search is finally over as of this past Friday - received an offer that has a higher comp than my target, and is a bump in title and scope to boot at a FAANG. But it was quite a journey.

Sankey Diagram

Took me ~4 months to land the new role after 30 interviews that at least included the initial recruiter screen. Lots of ghosting and rejections throughout.

Those of you still on the job search: hang in there. There is light at the end of the tunnel if you keep at it. Wish you the very best of luck. Happy to answer any questions.

Cross-functional work rarely fails all at once. Usually it starts with informal dependencies, fuzzy owners, and approvals that nobody is really tracking. How do you make those dependencies visible early enough to act on them?

Hi,
I am 25 years old ! I graduated with a Masters in Cybersecurity but I work in project management (as a project coordinator).
I have worked for Walmart as a product development analyst for a year.
I am working on my own startup while working in project management.

I always want to create things, my interest made me to even send few ideas for apps to the product managers and few CEO’s on LinkedIn and emails - this happened when I was in college.

One day, I had this problem and no one or no tool helped me solve that. So, I asked my friends and colleagues even strangers like asking on a transit, have you ever faced this problem? And how did you solve it ?
Those questions always on my mind for everything.
Slowly I started creating solution for that problem. Which became my startup solution.

Before building I have asked 83 different people about this and asking for what else did they face! What tools, processes, etc..I started digging and asked questions like I’m interviewing them.
Made almost everything but later I met this guy and he said what would you do if someone did this ? And I started researching about that in competitors systems. And created 3 different versions of my product.

What i want to say is. I don’t know what this is, but I’m interested in this. When I spoke to one of the product leaders in a big company in silicon valley, he said this is what someone in product management or even in an early startup would do.

Since then I started concentrating on my startup and developing it, as thinking from business side and as well as user side, what features makes them more profitable or saves time or money. Not housing it, but asking people about what would they do, if they ever face it, and I start giving options which includes one of my ideas, and then I reverse engineer.

Now, I am thinking to move into product management, but somewhere I feel, am I even eligible? I don’t come from a prestigious or tier-1 school ! I’m in Canada ! Not even USA !

So, please be my mentor or if you are in my shoes, what would you do ?

Is this product management ? If I am like this, would you think this product management career is right for me ?

Thank you !

It's real shit in games right now. I've been unemployed 6 months in Germany and just lost a final round at a large studio to an internal candidate. Which ended up being the push I needed: I'm going all-in on transitioning to a product role in tech.

Would anyone be kind enough to review my experience below through a PM lens and advise? What's worth improving, cutting, or reframing? I know I'm light on impact metrics and outcomes; this is the raw version, and I want to see what's salvageable first.

Bonus ask: any PM communities that do mock interviews? Building that muscle before the real thing would be ideal to orient myself.

Thank you! <3

----------------------------------------------------------------------
Experience:
Senior Live Ops Producer /
Game Company 1

• Building Live Operations for ‘Game Project 8’ from scratch, coordinating Product, Engineering, Design, Publishing, Data, and Executives through Closed Beta during rapid iteration and shifting requirements, focused on player engagement, operational stability, and product strategy
• Building incident management from zero across 60+ developers, establishing escalation paths, on-call and day-watch coverage, runbooks, simulations, and scaling support to 24-hour coverage
• Running daily executive war rooms, prioritizing and resolving the most critical live issues across 24-hour windows to stabilize the game, unblock delivery, and reduce downtime
• Providing production support to Design and Product teams during a gap in dedicated support, restructuring workflows, clarifying ownership, and reintroducing product strategy as a decision filter, setting feature-level goals and KPIs to drive better player outcomes
• Leading a studio-wide development review, aligning executives on four anti-patterns (scope creep, output over outcome, last-minute heroics, validation compression and risk transfer), reducing bi-weekly release delays from days to hours and improving build stability
• Coordinating cross-discipline funnel fixes that increased first-session conversion and boost DAU

Senior Technical Producer /
Game Company 2 

• Managing a team of engineers, focused on performance across all specs, assisting company's globally launch ‘Game Project 5’
• Scoping and initiating console porting efforts, gathering requirements with stakeholders and aligning teams around technical constraints and delivery expectations

Senior Producer /
Game Company 3                                                   

• Managing feature production on a variety of titles like 'Game Project 3' and 'Game Project 4’, guiding its creative pivot from game 1 to game 2, overseeing pre-production through global launch, 5 total seasons, and sunset proceedings
• Leadership of 20+ cross-functional developers across time zones and stages of the life cycle, effectively balancing development with ongoing live operations in a F2P space
• Successfully delivering 30+ features on ‘Game Project 4’, including driving production on 9 major features in 3 months at 70% reduced staff, boosting engagement and our Steam rating in the last season
• Driving product development by integrating the Kano model to enhance feature prioritization, personas for a deeper look at our audience, and product / live-ops roadmaps for future planning
• Introducing and implementing project wide risk register, streamlined PT and GDD doc processes, release playbooks and outsourcing negotiations/management
• Mentoring and influencing direct reports, facilitating their growth leading to promotions
• Managing co-development efforts from mandate/WBS creation to direct management of PO, directors, lead expectations on highly creative and risky features

Project Manager /
Game Company 5

• Management of international third-party developers and cross-functional teams to deliver company and global launch of company mobile’s flagship title across iOS and Android
• Establishing and driving day-to-day processes within an agile framework, loca, VO, QA outsourcing and assisting with live-ops roadmap and plans with product, design to release processes

Project Manager /
Game Company 6

• Leading PMs and developers building email marketing campaigns across new, key company products, owning project scopes, timelines, budgets, building acquisition, engagement strategies

Digital Project Manager /
Game Company 7

• Orchestrating PMs, developers, and QA to deliver end-to-end campaign management and post-launch support for product email campaigns at 
• Planning and scaling production to +30 devs and PMs for a global incentives campaign from 40 to 78 countries and 60+ languages to drive 400%y/y revenue growth

As a Product Manager, what kind of LinkedIn content do you actually find worth reading, saving, or commenting on?

I’ve noticed that a lot of PM-related content on LinkedIn focuses on personal achievements, hot takes, or broad opinions. Some of it is useful, but a lot of it does not always help with the day-to-day reality of product work.

I’m trying to understand what PMs actually want more of.

For example, do you find value in:

• real case studies and product decisions
• lessons from failed experiments
• discovery and prioritization examples
• stakeholder management stories
• career advice for PMs
• templates, frameworks, and practical tools
• market/product strategy breakdowns
• honest reflections about product leadership

What type of PM content would make you stop scrolling, read the full post, and maybe even share your perspective?

I’m asking because I want to create LinkedIn content that is genuinely useful to other PMs, not just another self-promotional post.

I used to think evals were an engineering task. After a few painful launches, I now believe Product must own the definition of quality.

What’s your experience?
Looking for real stories from teams that have shipped AI features.

I got a interview call for microsoft SPM interview happening in next 3 days. Please let me know what does the hiring process looks like? How many rounds are there? What do they usually assess in Round 1. Its a AI product manager role.

Curious how many of you have been successful with friction logs and how.

What do I mean by 'friction log'? = a brutally honest record of one real user's path through your product — from the moment they realize they have a problem, through onboarding, through their first "wow" moment, all the way to the point they might churn.

Not a bug list. Bugs are isolated defects; a friction log captures the whole journey, including the stuff that's "working as designed" but still causing people to bail.

Instead of walking into a roadmap meeting saying "I think onboarding is confusing," you walk in with a step-by-step record of a real person hitting the same wall three times before giving up. Empathy is the fuel, but influence is the point.

I've seen this work beautifully when I was at Google but curious what others use and help their friction log drive meaningful product strategy direction.

Hey everyone,

I’m preparing for a interview for a PM for Ecommerce Recommendation role. The role is structured as a TPM but has end-to-end responsibilities that lean heavily into DPM.

The Context: The core recommendation engine is already built. The team is currently in the CI/CD phase, focusing on capturing user behavior data and routing/filtering it to downstream teams. The job is to identify the right data points to collect to guide the data strategy for search and feed recommendations.

I want to cut through the standard corporate jargon and understand the practical, on-the-ground difficulties of a role like this. If you’ve done data platform or technical PM work in e-commerce, I’d love your take on a few things:

1. The "Middleman" Metric Problem

In a setup like this, high-level business steering committees usually dictate the North Star metrics (like GMV or conversion rates), while the DA team builds the tracking dashboards. As the TPM in the middle mapping out the data collection:

• How do you actually prove your work made a difference?
• E-commerce metrics are incredibly messy: if a user buys an item, was it due to a great recommendation, a flash sale, or a UI change? How do you isolate your product's impact when you don't own the frontend glass?

1. How is success measured for this role?

Since I wouldn't be setting the top-line business goals or building the end-user dashboards, how does the organization grade a TPM here? Does success lean heavily on operational tech metrics (data freshness, pipeline tracking coverage, reducing data drop-offs), or is performance still tied directly to downstream algorithm wins?

1. Does the "Data Routing" PM get automated by AI?

With the massive rise of advanced ML models and autonomous workflows, the way user behavior is processed is shifting fast. If a lot of the heavy lifting moves to the models themselves, does a data-collecting TPM role shrink, or does it pivot into something more critical, like handling data quality, governance, and cold-start logic for new items?

1. Where should a technical generalist focus?

If I want to excel in this niche without hitting a technical ceiling, where is the best place to focus my attention? Should I double down on the technical infrastructure side (real-time data streaming, pipeline logic) or focus heavily on localized e-commerce domain strategy?

If anyone has insight into managing heavy data-routing products, would love your insights for this.

Thank you

I know each company has always had their own Product workflow, but with the increased velocity brought with AI, the company I work with has been pushing for Designers and PM's to code more.
It got me thinking whether this was really the best way to optimise or whether the other bottlenecks were were our resources should be focused.
So I started thinking about the whole Product Workflow. Should Product people still be in squads? Should Designers be delivering production code? or are they better delivering detailed Spec and coded Poc's to be handed over to Engineer's?
I don't have an definitive answer, but I was wondering whether any of you had any experience to share on the subject that we can all learn from?