A Technical Product Manager’s Journey at Agoda
Technical Product Managers (TPMs) play a crucial role in bridging the gap between the technical and business aspects of product development. They navigate the complex landscape of technology to deliver products that meet business objectives and user needs. TPMs specialize in understanding technical details, managing product strategy, and ensuring that the development aligns with the company’s goals. In this blog, Carlin Campbell shares his journey as a TPM at Agoda.
A Journey into Technical Product Management at Agoda
Before joining Agoda, I worked as a Product Owner on tools that were used to perform more technical functions or were primarily utilized by internal users. I spent much of my career focused on data, and I knew I wanted to move into a role that combined both interests.
When I started looking for roles, the title “Technical Product Manager” was new to me. But as soon as I discovered it, I immediately realized it was precisely the type of role I had been seeking, because:
- It represented a specialization in technical areas I was passionate about, like data and Business Intelligence (BI).
- Your customers are your colleagues — which means you can measure your impact quickly, not only quantitatively but qualitatively (really, you’re a short walk away from getting an opinion on your product).
Choosing Agoda
I knew a company in tech would have the coolest products to work on — particularly in terms of how ambitious some of the ideas are and the scale at which you’re trying to execute them.
Agoda stood out for its ambitious projects and the grand scale of its operations. At that time, the global scene was shifting. The world was beginning to recover from the pandemic, and the travel industry was bouncing back. So, I knew it would be fast-paced, challenging, and interesting — and it delivered on that promise.
Additionally, the opportunity to relocate to the vibrant city of Bangkok was an exciting perk that Agoda offered.
Role and Responsibilities
As a TPM at Agoda, my responsibilities include customer engagement, defining problem statements, and developing strategies and roadmaps. The role demands collaboration with various stakeholders, from design teams creating engaging UIs to technical teams and senior leadership offering guidance on your direction.
The nature of the role varies daily, influenced by shifting product needs and external factors such as compliance, technology advancements, and interdependencies. This means you can never be too rigid in what you do.
Impact of a TPM on Engineering Teams
A TPM focuses on the “why” behind the product, emphasizing the value and outcomes it should achieve. This perspective creates a balance with engineering teams, who are more focused on the “what”. It creates a healthy tension, a push and pull dynamic where the engineering team will always aim big and try to build big, while the TPM will always try to bring it back to the core principle or problem. This dynamic fosters better products by encouraging both sides to constantly evaluate their approach.
Balancing Technical Feasibility and Business Objectives
In any role, especially within technology and product development, discussions around trade-offs are inevitable. Keeping business objectives (“why”) at the forefront is crucial, yet the “what” (technical feasibility) can present challenges. This often leads to a decision-making crossroads, and you ask yourself, “do I”:
- Push for an alternate technical approach?
- Try to narrow the scope?
- Do I need to rethink the problem statement entirely — was this ever the right thing to build?
The answer is not always clear-cut and happens on a case-by-case basis. The goal is to remain flexible and know when to compromise and when to double down. If in doubt, I’m always careful not to over-invest, too. We aim to ‘fail fast’ — which means building a minimum viable product (MVP) to see if it does actually address the problem and then decide how to proceed from there as you’ll already be making a more informed decision.
Product Development Strategies
Identifying and prioritizing features is very essential in my role, and listening to customer feedback is the best way to pinpoint what needs to be addressed. Also, having an open channel of communication is crucial for understanding user issues and confirming if a feature truly resolves the underlying problem.
There are a lot of product prioritization frameworks out there, but at the core, a lot of them are helping you answer the question, ‘What feature will move the dial of my product the most?’. Among various product prioritization frameworks, the RICE (reach, impact, confidence, effort) scoring model stands out to me.
It helps me balance innovation with user needs by evaluating the potential reach (how many people will this feature really help) and impact (how much will really change and improve how people use this product) of a feature. Ultimately, no method or scoring is perfect or foolproof, and finding the balance will involve taking calculated risks, learning from your mistakes, and adjusting the next time.
Collaboration and Team Dynamics
We observe scrum principles at Agoda, so a lot of communication comes through ceremonies (stand-ups, sprint reviews, retros), but having ongoing open communication is important, whether it be formal or informal. It’s always important to make sure everyone is in sync, as regularly as possible, which saves you finding out right at the end.
It is also important to bridge the gap between technical and non-technical teams by focusing on the problem statement and using analogies to explain technical concepts.
Success Stories
One of my proud achievements at Agoda is developing a support bot using generative AI. This tool leverages our internal documentation to tackle technical support inquiries. We’ve likely all faced challenges with tech support at some point, especially when the instructions are complex or demand specialized knowledge. I felt a deep sense of pride when the bot successfully resolved a highly technical problem. This success was not just a win for me but a collective triumph for our team and the users we closely collaborate with. It also reinforces my pride in being part of an organization that embraces innovation and is open to exploring new technologies and ideas.
The Value of TPMs in Tech
More tech companies should have TPMs because this role enables development teams to concentrate on what they do best: building innovative technology. As a TPM, my focus lies on the overarching goals and metrics, dedicating time to consider the broader vision. Our engineering teams consist of exceptionally intelligent and technically adept individuals who thrive on addressing complex technical challenges.
Agoda’s Innovative Culture
Agoda’s culture encourages taking calculated risks, collaborative work, and openness. People are enthusiastic about contributing and working together — we avoid working in siloes, ensuring that everyone actively participates, especially when there is a shared goal. This environment fosters innovation and makes it a rewarding place for a TPM to thrive.
Conclusion
The role of a Technical Product Manager is multifaceted, requiring a balance between technical expertise and strategic thinking. At Agoda, TPMs are at the forefront of innovative product development, navigating the challenges of a fast-paced tech landscape while contributing to a culture that values risk-taking and collaboration.
