The Reality of Being a Founding Product Manager at a Startup
Being a Product Manager (PM) at a startup is no joke. There are countless books offering hypothetical scenarios and frameworks to navigate every situation, but these systems often fail to scale down to the startup size. They work well for larger organizations but rarely for startups. Why is that? Why is there no book detailing the day-to-day life of a founding PM and the unique challenges they face? Well, here I am, hopefully, to help you out.
If you, too, see endless "how to get product-market fit in 5 easy steps" posts on LinkedIn that are unhelpful while you're busy putting out a hundred different fires, I am here to help. Here are some key insights and rules for navigating the turbulent waters of being a founding PM at a startup.
Part 1: Oh Fuck What Have I Done
This is usually the feeling you’ll have when you first join. Often times there’s no PM, there’s no onboarding, there’s no structure or very little on the product side, this means you’ve now entered the sink or swim phase so buckle up. If you are fortunate enough to have organized founders or a new startup that’s just getting established you may avoid this phase but most of the times I’ve joined startups they’ve been really scrappy and won’t have much in place for you your first week so it’s important to figure out the really important stuff first which gets me to my first point.
1. Determine the State of Your Company
Understanding the current state of your company is crucial for every action you choose to make going forward. The book "The First 90 Days" by Michael Watkins introduces the STARS framework, which helps identify the stage your company is in:
Startup
Turnaround
Realignment
Sustaining Success
Takeaway: Knowing your company's state is a huge help for a founding PM and should align with the perspectives of the executives or founders.
Without knowing the state of the company you will inevitably make poor decisions. This is critical for the PM because if you don’t figure this out you could be using logic from other companies you worked at that were in different states. This won’t work because like he mentions in the book, you need to know the phase so you can optimize on different success metrics. For example, I’ve worked at a turnaround where the company really needed to find big bold beats in new markets, this is where you optimize on the big emergent strategies, if I were to use the Sustaining Success lens to make decisions I could have inadvertantly tried to optimize their website or existing products rather than looking at new big opportunities.
2. Understand Founder Delusion
Founders often have an overly optimistic view because they are constantly selling the company to partners, VCs, or recruits. This can twist their perspective in two directions:
Critical Path Focus: Get things done quickly.
Growth and Hype Focus: Raise money, drive growth, and avoid running out of runway.
These two personas can be at odds, causing confusion for the PM.
Takeaway: As a PM, you need to balance moonshot ideas with near-term work to avoid distractions.
This often comes up especially if you are reporting directly to the founder or one of the founders. They are usually in many different types of calls or modes depending on what the company is doing and what stage they are in. This is especially problematic when you are in a company that’s raising money or their success hinges on getting partnerships or deals with big clients like brands, celebrities, or other enterprise companies.
3. Embrace the All-Inclusive Role
Being a founding PM means being involved in everything. This can be overwhelming, but it's also a unique opportunity to learn a vast amount in a short period. For example, you might learn about 3D Avatar tech from talented artists and technical directors in just six months.
Takeaway: Embrace the firehose of information and learn as much as possible. This founder mentality is crucial for working with the entire company on various projects.
4. Prepare for Burnout and Rapid Growth
The solo PM role typically lasts 6-12 months if the company scales quickly. This is due to potential burnout or the inability to respond to rapid growth without support.
Takeaway: Be prepared to hire more product managers as the company grows to avoid burnout and maintain productivity.
5. Apply Frameworks Judiciously
Business school frameworks and acronyms are great, but knowing when to apply them is crucial. Founders and leadership teams have a range of skills and inspirations:
Visionary Leaders: Drive direction and want to be part of all conversations. PMs need to be tactical and execution-focused.
Data-Driven Founders: Prefer research, justification, and well-thought-out plans. PMs need to be methodical and articulate.
Takeaway: Understand the founders' backgrounds and principles to find your groove and fill the product management space that needs filling.
Part 2: LFG!
Now that we've covered the challenging aspects of being a founding Product Manager (PM) at a startup, let's dive into the exciting and rewarding parts of the role. While the job can be demanding, it also offers unique opportunities for growth and impact.
1. Immense Impact on the Company
As the solo PM, you will have a significant influence on the company. Your role is critical in holding teams together, especially during challenging times. You'll quickly realize how vital you are to the company's success.
Takeaway: Embrace the responsibility and recognize the crucial role you play in the company's growth and stability.
2. Close Relationships with Executives
Being a founding PM means you'll often work closely with executives. This proximity can lead to building strong, lifelong relationships with them. The trust you build is essential for your role.
Takeaway: Foster these relationships and use them to gain valuable insights and support for your projects.
3. Founder-Like Responsibilities
In a startup, the founding PM is almost like a co-founder. You're in charge of delivering products to market and communicating how to get the work done. Unlike in large organizations, your role is hands-on and deeply integrated with the team.
Takeaway: Embrace the founder mentality and be prepared to wear multiple hats to ensure the success of your products.
4. Direct Involvement in Building
Startups often focus so intensely on building that formal presentations and business reviews are rare. Your role will be more about direct action and less about preparing slides.
Takeaway: Be prepared to dive into the work and bond with your team through shared challenges and successes.
5. Becoming an Advocate for the Company
You'll know the company inside and out, making you a strong advocate in various situations. You may be called into business deal calls or partnership meetings as a technical expert, a rare opportunity in larger companies.
Takeaway: Use your deep knowledge of the company to become a valuable spokesperson and advocate in critical situations.
6. Learning from Mistakes and Mentors
You will make mistakes, but these experiences are valuable learning opportunities. Working closely with experienced mentors will help you grow into a well-rounded PM.
Takeaway: Accept mistakes as part of the learning process and seek feedback from mentors to continuously improve.
7. A Generalist's Dream Role
Being a PM at a startup requires you to be a chameleon, adapting to various roles and responsibilities. This environment is perfect for those looking to broaden their skills and become versatile professionals.
Takeaway: Leverage the diverse experiences to become a highly adaptable
Conclusion
Being a founding PM at a startup is challenging but incredibly rewarding. You will face unique issues not covered in typical PM books or frameworks. By understanding your company's state, balancing founder perspectives, embracing your all-inclusive role, preparing for growth, and applying frameworks wisely, you can navigate the complexities of startup life effectively.
Remember, the journey is tough but offers unparalleled learning opportunities. Good luck!
