Growing as a Product Manager in the course of your career

Ganesh Shankar
24 min readJan 17, 2024

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One of the top questions I get asked as a product manager (PM) mentor is, “How can I grow to the next level in my career?” It’s a surprisingly deep question, as growth can mean different things to different people, and product management as a profession is still relatively new, so there’s not a single, well-defined path for everyone.

That said, it makes sense to approach your PM career with a plan, especially when it comes to identifying and developing the skills you need at each stage. So, in this post, I’m covering what a typical PM growth path looks like and a framework for skills development that I use when coaching PMs.

This is a long-form version of a webinar I gave with Product School, so if you prefer that format, check out the recording on YouTube. I will go into greater depth in this article, especially regarding each skill and why it’s important, as there’s no one enforcing a time limit 😀

This content represents the combined wisdom of many great mentors and managers who helped guide me on my journey, with some practical tips learned from 15 years in the tech industry.

And yes, I drew the cats (I am artise)

There are many possible paths in a PM career

A cat trying and failing to bake a cake, almost giving up and eventually figuring it out.

It’s important to note that product management is still a relatively new profession.

Ten years ago, most folks outside of Silicon Valley didn’t even know what PMs were. This was true for me too, for in my previous life as an engineer, I’d transitioned from a fully technical focus to being that one engineer who went to all the meetings with customers and cross-functional partners to understand why we were solving a particular problem — without realising it, I’d taken the first steps towards a career in product management.

Working in the Australian tech industry at the time and at a small company meant that every employee wore many hats. And, only after serendipitously meeting a Google PM I realised that such a generalist position in tech existed and it could be a viable career path.

Stories like mine are not uncommon when you talk to any group of PMs, even today.

With such a diverse set of entry points to a PM career, what you do day-to-day can vary across teams, projects and companies. And so, there’s no one recipe to making a great product manager. You’re going to have to experiment, try different teams, skills and styles over the course of your career, and I encourage you to move around and explore opportunities.

You’re also going to encounter transition points in your career where you’ll hit natural scaling limits and just doing more of what you did before won’t give you room to grow.

But if you approach all of this with a growth mindset, you’ll practise and learn new skills and create more room for yourself to scale.

So, what does growth look like?

PM growth paths expectations (a rocket ship) vs reality (a winding path)

One myth we need to bust right at the start is that your career will not be a straight line up and to the right.

There are going to be times when you burn hard into a new phase of your career, then need to underperform at certain things while you learn new skills on how to scale yourself.

The hyper-growth economies we live in have taught us to think of growth in terms of more power/influence, more money and more seniority/status. While these are things that will naturally occur over the course of a career, you may not always unlock the fulfilment you’re looking for by just bulldozing up the ladder, and you will run a real risk of burnout too.

I think of growth in terms of 3 pillars that you invest in:

1) Skills — What can you DO?

Over the course of your career, you learn and master sets of hard and soft skills, which allow you to take on more scope and complexity. And, you want to develop complementary sets of skills at each stage of your career, so over time you can use less energy to deliver the same outcomes.

2) Accountability — What are you responsible for delivering?

At different stages of your career, you are accountable for delivering different outcomes.

Now, product management is all about influence, so it’s important to know the difference between when you are personally accountable and when you need to influence an accountable party.

3) Sustainability — How do you balance your time and energy on the right things?

Work-life-balance, meeting load, tactical-to-strategic work. Great PMs are masters of balance, for while this is a people-focused job, it can also be isolating at times.

To have a long and fulfilling career, you need to learn how to take stock, measure, and sustain your performance over time.

PM Skills and Leadership Styles

Ultimately, product management is about leadership, but the type of skills you deploy and the leadership you demonstrate over the stages of your career are different. So, let’s take a closer look at how this evolves.

This is a framework I use when coaching PMs to describe how individual accountability changes over the course of your career. The green area represents what you’re personally accountable for, and the blue represents what you’ll need to influence.

You can immediately see that all PMs at all stages of their careers own and influence a wide spectrum of work, but it’s the balance between what you own and what you need to influence that changes as you grow in scope and seniority.

I like to think of PM skills growth over the course of a career using a model of cumulative skills development, where the skills you develop at each stage help lay the foundation for the next, and as you grow in seniority, you can flex to provide more support as needed or use your understanding of those foundational skills to help grow the next generation of PMs.

The type of leadership that you demonstrate and the skills you rely on at each stage are different, so it’s worth digging into and understanding what makes PMs most effective at each stage.

These stages represent growing from being a Product Leader in your early career to a Strategic Leader mid-career and on to an Organisational Leader in your late career.

I’m purposely not describing things in terms of years of experience or levels as that will vary depending on your route, but generally speaking, this is how a PM career path develops. Let’s explore these in more detail.

Early Career: Product Leader

Early in your career, the PM job is all about product leadership, you often find yourself on a small, single product team and owning a set of features, specific user base, or problem to solve.

You’ll be accountable for:

  • Execution against a strategy or roadmap
  • Ensuring team effectiveness by providing day-to-day product support.

Back when I first started at Google, I was the PM for Google Drive on Android, with a small team of < 5 engineers and designers supporting the product full time. My mandate was to take what we knew of the then early consumers coming on to the cloud and drive up adoption and user happiness.

This is a pretty standard example of what an early PM career role looks like, with a relatively well-scoped problem and a general direction to go in. Ultimately, all PMs at every point in their career are judged by their ability to execute and get things done, which is why these are the first set of skills you learn when starting on your team.

When you master getting things done at a single product/team level, you learn foundational skills that help you understand why things are or aren’t getting done at any applicable scale from that point onward.

Let’s talk a little about the skills you need at this stage…

Hard Skills

Hard skills include techniques you need to master and artefacts you aim to produce as part of your day-to-day PM job:

  1. Data, feedback, and research analytics: A large part of the PM role is identifying key insights into what your users are experiencing and inform your product sense on where to invest next. This kind of intuition is something you can develop over time by getting comfortable with analysing both qualitative and quantitative information. Make a practice of regularly reviewing product metrics or industry trends and extracting user sentiment from UX research studies or direct user feedback.
  2. Defining Critical User Journeys (CUJs) and success metrics: Representing product requirements in a structured and easy-to-understand way is a key technique that PMs use to influence their team’s direction. It’s amazing what the simple act of organising can do. One of the best methodologies for mapping requirements to user sentiment is to use a CUJ framework. While CUJs will help the team build empathy for user pain points, you should also aim to define success metrics for your product to estimate and measure tangible impact with each iteration of development.
  3. Articulating Solution Options: After expressing the problem(s) you aim to solve, practise articulating more than a single solution option. This ensures you learn how to express tradeoffs and don’t get anchored to any particular path forward.
  4. Designing a Minimum Viable Product (MVP): Once you and your team have selected a viable solution, learn how to develop in small iterations, which allow you to prove / disprove any assumptions you have made and minimise the potential for wasted work. Designing MVPs is a foundational skill that helps product managers keep teams focused and executing efficiently.
  5. Creating vision and roadmaps: Develop your product intuition further by putting down a vision for what the future looks like (i.e. when the problem you set out to solve is solved) as well as a roadmap that describes the path to get there. At the product leader career stage, most vision decks and roadmaps should focus on a time horizon of 1–2 quarters in the future to minimise ambiguity.
  6. Defining team quarterly OKRs: PMs should establish a good practice of goal setting within their teams. The Objectives and Key Results (OKR) framework is great for establishing ambitious goals via Objectives, but also for defining measurable outcomes via Key Results. While writing OKRs is easy, writing good OKRs takes time and practice and will guide you through all your career stages. Avoid the temptation to make your OKRs a list of tasks.

Soft Skills

Soft skills include communication and relationship building skills you need to master as a leader.

  1. Relationship building with your immediate peers: As a PM, you’re a generalist who collaborates with a range of specialists (like Engineering, UX, Sales, Operations) to determine how technology can be used to solve a user / business need. As such, it’s incredibly important to master building strong relationships with your immediate peers on a particular project. Remember that building trust takes time, but is grounded in establishing psychological safety and proving dependability. I highly recommend the book Influence, by Robert Cialdini as a must read for PMs looking for tips on how to build trust fast.
  2. Telling a product narrative: PMs should be compelling storytellers, who use user empathy and product intuition to tell a narrative around their product vision and roadmap. Just having a plan is not enough, practise presenting different versions of your vision so you learn how to adjust based on the audience, and refine the content into a short pitch over time.
  3. Incorporating feedback into work: At this stage of your career, you’ll be doing a lot of co-designing. Make sure to share your incomplete work early, invite feedback, and learn how to incorporate it to build alignment with your team. This is definitely harder than it seems, as it takes courage to open yourself up to criticism. But, remember that you’re a generalist working with specialists, so inviting your peers to provide input into your work is a necessary step to becoming a more effective team.
  4. Investing in team culture: Even outside any immediate project goals, investing in a strong team culture based on shared rituals will ensure that everything else you do becomes easier. Rituals such as regular standups, retrospectives, and relationship building fun events provide room to celebrate both successes and failures and will create a psychologically safe space, so your team develops resilience to the unexpected.

Coming back to our ladder, the early stage of a PM career focuses primarily on the bottom 2 layers of accountability, and a PM’s success at this stage is mostly driven by their ability to get stuff done.

As you grow over this stage of your career, you’ll likely pick up larger responsibilities and start leading multiple teams.

The reward for PMs who do good work is often more work, so this is why the next stage of development is team effectiveness. In order to continue to scale, you need to learn how to keep a team effective even if you’re not able to be present for every meeting or decision point with them.

Mid-Career: Strategic Leader

At the mid-career stage, many PMs will find themselves leading several loosely connected projects and at the limit of their personal capacity to execute. There’s a key pivot point here, in order to have more impact, you can’t really just keep executing.

You’ll be accountable for:

  • Setting strategic direction and advocating to gain and keep resourcing
  • Coordinating across multiple teams (including partner teams) to ensure delivery against your strategy
  • Client and stakeholder engagement

Thinking back to my career, at this point, I was leading across multiple internal teams building productivity applications for Google employees. By steadily inheriting more scope, I ended up supporting a range of different products at different stages, and it became very important to balance my time and be able to articulate the opportunity costs given our total resourcing.

As you hit the mid-career stage, the nature of the PM job shifts, landing more impact becomes more about how you coordinate disparate teams towards a common goal, or in larger organisations; it’s about how you influence outside your area of control and convince other teams in another part of the company to work with you on a common goal.

Yes, we’re talking about product strategy here, where a higher-order understanding of why and how needs to be expressed so a PM can influence both inside and outside of their domain to get teams to band together. And often, this will take the form of divesting from existing efforts or pitching for resources and bringing new folks onto the team.

Let’s talk a little about the skills you need at this stage…

Hard Skills

  1. Defining Product Strategy: At this stage of your career, you start needing to develop product strategy, to make the case for why a particular problem is important to solve, and how to get there in terms of resourcing and milestones. Developing a good strategy is hard, and even many seasoned PMs don’t do this very well. I highly recommend that PMs read Good Strategy/Bad Strategy by Richard Rumelt; it’s a solid resource that will help ground your strategic thinking in good practices.
  2. Connecting strategy to priorities: Strategy means nothing if you can’t connect it to action, so ensure that you close the loop on driving strategy by ruthlessly prioritising. At this stage in your career, it’s likely that every decision you make is a tradeoff, and there may not always be an ideal path forward, so learn how to stack-rank and ensure your teams stay focused in order to avoid spreading resources too thinly. If you are driving a long or complex roadmap, ensure that you develop milestone achievements that will help you and your teams judge if you are making real progress towards the goal.
  3. Defining guiding metrics: When driving strategic priorities across several teams, you’ll need to establish higher-order metrics that help determine if you are achieving your strategic goals. These metrics may represent the work of several teams. When starting an innovation project, where there’s no clear outcome at the beginning, you will need to develop “proximate metrics” as a means to measure near-term progress against a long-term goal.
  4. Managing complex roadmaps (e.g. migrations, deprecations and/or prototyping): When leading multiple teams, you will inevitably experience several different points of a product life cycle simultaneously, and you may be solving different types of problems in parallel to pivot towards the strategic outcome. For example, you could be managing a legacy platform, while leading the development of new innovative technologies, which would eventually mean all new and existing customers need to land on the same offering. You’ll need to adjust your approach for each of these different roadmap types. For example, migrations and deprecation roadmaps focus on reducing risk for existing customers, so they tend to move slowly, meaning that articulating clear milestones with a linked communications plan is typically required. While prototyping roadmaps embrace risk to spark creativity and move with speed, so a time-boxed cadence supporting parallel paths of exploration is desirable.
  5. Creating strategic OKRs (annual and/or shared): At this point in your career, you’ll need to up-level your goal-setting abilities to define strategic OKRs. These tend to be higher-level Os, that are typically on a longer time horizon (e.g. annual) where the KRs themselves may represent the work of one or many teams. These OKRs can be shared by a number of teams, including ones you are not directly responsible for as a PM, so learning how to write OKR language, which encourages partner alignment, is key.

Soft Skills

  1. Designing/facilitating workshops: Mid-career PMs are masters of building new teams or bringing fresh energy into teams that have become stuck in a rut. To do this effectively, you should have a range of workshops which you can design and facilitate to remove people from the day-to-day and build alignment quickly around a new problem. My favourite tool is the Design Sprint methodology developed by Google Ventures — for some tips on running sprints as a PM, check out my Product School talk on the topic.
  2. Debugging low-performing teams: Once you work across multiple teams, you’ll immediately notice that some teams perform better than others. No two teams are alike, so use your innate curiosity as a PM to determine why some teams thrive where others struggle. Then, try to diagnose the root cause and see if you, in collaboration with the team leads, can experiment to improve performance. Most problems with teams typically come down to a lack of trust, unclear accountability, or clarity of purpose. Once you’ve identified the root cause, huddle with your peer leads to discuss how to resolve the issue through coaching or direct intervention.
  3. Managing stakeholders: At this stage of your career, you’ll be actively managing stakeholders to ensure investment in your team and alignment around your strategy. Aligning with stakeholders is more challenging than aligning with your peers, as stakeholders are likely to have different priorities and concerns — but just like any other form of relationship management, the principles of People, Purpose and Priorities will help guide you. Check out this slide deck for some tips and tricks for managing stakeholders effectively.
  4. Communicating up and outward in the organisation: When driving strategy, you will need to practise proactive communication to ensure that the organisation remains invested in your strategy over time. Especially when you may have complex dependencies on other teams, it’s important to communicate early and often and build a regular cadence of updates to maintain trust.
  5. Attracting and retaining talent: At this stage in your career, you may transition into being a people manager, but even if not, you’ll likely become a crucial person to attract and retain talent to your team across all roles. Use the skills you developed in setting vision strategy and telling a compelling narrative to help your organisation attract the best talent to ensure delivery.

Coming back to the ladder, the mid-career stage of a PM is all about making the leap from tactical to strategic ownership.

It’s no longer sufficient to just get things done. Over this period in your career, you’ll go from being accountable for delivering product strategy to supporting the team through hiring and retention and finally taking a wider organisational view across resourcing priorities.

Keep in mind that your growth will span a longer time than before due to the amount of additional effort required to define a strategy, shift priorities and then deliver.

At this stage, you should constantly seek to understand the opportunity cost of executing against current priorities vs potential strategic opportunities and learn how to define and communicate this opportunity cost to the team and stakeholders.

Then, once a strategy is selected, the challenge becomes how to align an organisation that may have been working on different priorities to deliver against the strategy. All the skills you mastered in execution and building effective teams come back to bear here.

Now, you can’t possibly be in all places at once, so you will be balancing your time between teams to help set their direction and step into day-to-day execution only when necessary to unblock an underperforming team.

This is a really hard transition to master and takes some patience, as this is the first (though definitely not the last) time in your career where you have to step back from doing the work that people have come to love you for and instead teach your peers or junior PMs you influence to start driving execution outcomes themselves.

Late Career: Organisational Leader

At the later stage of a PM career, you’ll likely be leading large organisations.

I’ll ballpark this as an organisation of 100+ people with many different job functions and layers of hierarchy between you and teams focused on execution.

You’ll be accountable for:

  • Defining the purpose of your organisation.
  • Setting culture and ensuring organisational effectiveness.
  • Allocating resources across priorities.
  • Identifying and leading through transformative changes.

Many PMs will find themselves managing managers at this stage, and while it’s very possible to be an individual contributor, you will still be playing an important role shaping the standards and best practices for PMs across your organisation or company.

At this point, you’ve proved your ability to set a strategy at the level of a single product line, and are now stretching to define the purpose at the company level, which may involve leading many product lines at varying levels of maturity.

The nature of your job shifts again, and you’ll start spending the bulk of your time with senior leaders in your company helping align across a variety of domains. In this part of your career you take a much broader view to align your organisation’s purpose to the company’s success. This may involve managing major commitments to key clients or even restructuring to shut down or merge teams that are not delivering on strategic priorities.

Building on the skills you developed for product strategy, you’ll need to think longer term (2–5 years) which will mean articulating an opinionated view on how the organisation needs to transform over that time to deliver value to the company.

Again, you’ll be stepping away from the things you did well during your mid-career, which often were focused on being a highly effective manager and strategic leader. Now, your focus will be creating purpose and getting the organisation to align around a strategy and deliver.

Let’s talk a little about the skills you need at this stage…

Hard Skills

  1. Defining purpose for your organisation: One of the most important things you provide as an organisational leader is purpose. You’ll need to define the problem space the organisation operates in, along with principles for decision-making and a model that rationalises the impact you deliver against any opportunity costs. Purpose should be clear to all team members, and conveyed through a range of channels from the organisation’s name, mission, vision, values, strategy, and impact metrics.
  2. Hiring, retention and organisational health: At this stage, you are very likely to be managing managers and even across functions. Even if you remain an individual contributor, you’ll be sought out for your deep domain expertise in training junior members and coaching senior members of the product team. As a key person responsible for organisational health, expect to be deeply involved with people management processes such as hiring, performance management, and development.
  3. Defining organisational structure: As part of your role, you’ll define the shape of the organisation, including allocating resourcing and leaders for your teams. In most innovation-focused teams, you can expect organisational structure to change along with strategic priorities and market trends. So, as a best practice, you’ll need to define and monitor internal metrics which help you track organisational efficiency and identify areas for improvement.
  4. Connecting business priorities to strategy and resourcing: As someone driving strategic priorities at the company level, you’ll need to work closely with other senior leaders (executives, the board, c-suite) to align business priorities, product strategy, and resourcing.
  5. Understanding customer needs and industry trends: One of the major decisions an organisational leader needs to make is whether they should continue to grow an existing business model or pivot to meet a new opportunity. Getting this timing right requires a deep understanding of both customer needs and industry trends. A major part of your job as an organisational leader involves looking over the horizon to make sense of change in the world around you, and then bringing this knowledge back to chart a course for your organisation.
  6. Decision making and approvals: As the accountable owner for the output of your organisation there will likely be a number of processes that depend on your input and sign-off. Expect to dedicate a significant portion of your time towards unblocking decision-making and approving key activities such as major launches, performance management, and expenses. Knowing that you’ll spend a lot of time here means you should also be actively iterating on processes at the organisational level to ensure that they increase transparency and speed.

Soft Skills

  1. People management & coaching: Outside the hard skills required for an organisational leader managing people, you will need to hone equivalent soft-skills that help you identify, recruit and grow top talent. As a manager of managers, you’ll be setting the standard for how people managers operate in your organisation. At scale, you can expect to be constantly dealing with both high and low performance cases at the same time. So, investing in your people management practices and coaching your senior leaders to create a high bar for excellence is essential.
  2. Defining a healthy culture: This is one of the most important aspects of organisational leadership. I find it helpful to think of an organisation as community (i.e. a group of people united around common interests or goals) where you’re responsible for developing the guidelines on how people interact, the rituals you celebrate, the behaviours your reward and ways that people can resolve conflict. Organisational culture reflects the people the organisation is composed of, the values that leadership demonstrates and the company’s style. It’s also something that will be constantly changing so consider both having a clear statement of cultural values, as well as a way to resolve the inevitable conflicts which will occur.
  3. Leading through change: At scale, you will be constantly exposed to change driven from within and outside your organisation. As change is a constant, and people have different levels of tolerance to change, a major part of your role will be helping your organisation navigate change. Developing leaders who are adaptable and resilient to change is a major component here that feeds back into the coaching aspect discussed above.
  4. Providing air-cover for your teams: As an organisational leader, you provide room for your teams to take innovative bets on technology or new ways of doing things. While part of your role is in ensuring these bets take on the right level of risk towards the strategy the team is aiming to deliver against, the other part will be providing a level of protection to ensure that teams are able to stay focused and avoid interruptions caused by other priorities. This aspect depends on strong negotiation and stakeholder management skills as you will be managing the tough conversations on behalf of your teams.
  5. Resolving conflict: Expect a large portion of your time to be spent resolving sources of conflict. Whether it be conflicts in priorities, resourcing, or personalities, developing techniques for de-escalating, debugging, and delivering feedback will be key as people in your organisation (or partner teams) escalate misalignment to you. An unexpected source of conflict in large teams can be misunderstanding caused by cultural differences in communication. The Culture Map, by Erin Meyer is a fantastic book and must-read for any PMs leading large, global organisations.
  6. Firefighting: Related to leading through change, at scale you are going to run into unexpected situations that cause a significant risk to the success of your strategy, company or culture. When these situations occur, organisation leads typically are drawn in first to understand the risk involved and how to respond without derailing more of the team than is needed. Developing processes for responding to emergencies (assigning leaders, creating war rooms, defining exit criteria etc) and a blameless post-mortem culture will help navigate these challenges and have you and your team come out of each one stronger.

Looking back at the career ladder, at this stage, you spend your time transforming organisations by defining purpose, strategy, and scaling senior leaders. The lines between a PM leader and another kind of technical or business leader become blurred at this stage. At many companies, you may step into the role of a single-threaded owner and start leading as a GM or as a CPO / CTO.

Whether or not you manage people directly, you will be a people leader. So you’ll need to ensure that you can support the needs of many different functions within your organisation while delivering on the business outcomes you are accountable for.

Late-career PM leadership is all about scale, and when you scale people, you get complexity. There’s no real guidebook beyond this point, as you are very much in charge of your own destiny. That does not mean you’ve figured it all out though, far from it, but it’s where you pull together the cumulative mastery of skills that you built at earlier stages of your career.

And, it’s a point at which you’ll have to master the most important skill of them all… scaling yourself.

Scaling Yourself

A weird contradiction of the PM career is that it is at the same time both a people-focused job, as well as an isolating leadership role. PMs, by design, are very rarely allocated to the same team with shared responsibilities. It’s considered best practice to provide PMs clear scope ownership in order to unlock their creativity and avoid friction.

This effect only gets more pronounced as you become more senior in your career, as the teams you lead look to you to define purpose and help unblock them, but, at the same time, you get further away from the day-to-day team and become more isolated.

Outside of hard and soft skills, it’s important for PMs to learn to scale themselves. That means that as you progress in your career, you take the time to master skills at a particular stage, so you can minimise the amount of energy it takes you to solve problems and create space for sustainable growth.

Burnout in the PM role is a real risk that I don’t think enough people talk about openly. As someone who’s experienced work-induced burnout before, I’ve learned a few lessons that help me scale at a pace I consider sustainable.

Lesson 1: It’s important to identify transition points in your career so you know when to seek growth.

The most important transition points to be aware of in a PM career are:

  1. Moving from an execution to strategic focus
  2. Leading across many teams, including influencing ones where you are not the primary PM
  3. Managing PMs, and then again when managing PM managers
  4. From building organisations to transforming organisations (i.e. leading through change at scale)

Each of these transition points represents a time in your career where you’ll find that everything that got you to this point will not get you further, and if you try to just do more of what you were doing, you run the risk of burnout. It’s important to know when you are at one of these stages, and take a step back to identify the skills you will need to master to navigate them successfully.

There’s no doubt that you will do a worse job for a period of time, and you need to be ok with that. These are times of growth and if you don’t allow yourself some space to experiment and fail, you will never learn how to scale.

One way to create space is to intentionally inject times of reflection.

Lesson 2: At least once a year, create a period of reflection where you can ask yourself the following questions:

  1. Am I learning something new or implementing what I already know at a greater scale?
  2. How can I reduce the amount of energy and effort required to drive a particular outcome?
  3. Who is a good role model for behaviour I wish to learn?
  4. Do I have a mentor who can help me grow?

These are questions you can ask, to step out of your day-to-day and check in to see if there’s more you could be doing to grow.

A career in product management offers infinite room to grow. More than a decade into my journey as a PM, I still have a lot to learn and that is truly exciting. We’re still early in defining what a PM career looks like end to end, and we all get to be a part of that. So, I would love to hear from you on how you think of growth at different stages of the PM career so we can broaden our collective understanding with more perspectives.

So, please do leave a comment or message me as I’d love to continue the conversation.

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Ganesh Shankar
Ganesh Shankar

Written by Ganesh Shankar

Director of Product Management at Google, engineer and entrepreneur. I love distance running, traveling, hiking and training my attack cat, Comrade.

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