By Gerard Jaime Lojico

Introduction

Hey there! I’m Gerard and I'm thrilled to share my journey of transitioning from an individual contributor (IC) in product management to a people leader.

I started in payments and product management in the same year, back in 2014. I’ve been a product manager or a people leader in the span of a decade since then. I started my product management career in the Philippines, where I am originally from. Then, I moved to Singapore to join a regional product team, and then a global product team after that.

After relocating here to Thailand, I now serve as a Lead Technical Product Manager at Opn Payments looking after a team of product managers and our core payment processing platform across Thailand, Singapore, Malaysia, and Japan. We are responsible for building and maintaining the “engine” of our payments company which, in turn, allows our customers to grow their businesses across the different markets we operate in.

Before diving in, let's define the role of a product manager briefly. In his book "Inspired: How To Create Products Customers Love," Marty Cagan defines the role of a product manager as someone who is responsible for discovering a product that is valuable, usable, and feasible. He also emphasizes the importance of product managers in aligning customer needs with business goals and driving product development toward success.

In short, product managers look after product discovery and product delivery, and work hand-in-hand with internal and external teams to make those happen with the end goal of creating value for both the customers and the company.

Navigating the Shift from Product Management IC to Leadership

The transition from being an individual to a people manager is a significant milestone in anyone’s career in any industry.

For me, the shift happened twice in my career. The first time was because the business (and the company) grew and there was a need to expand the product team as well. Essentially, the team grew around me and the card acquiring domain I looked after. The second time happened because my boss resigned and I was asked to step in and take over some of his scope at first. Then half a year later, I inherited all of his scope.

In both instances, regardless of the trigger, I stepped up propelled by the desire to make a broader impact and contribute to the growth and development of not just the product, but also our product managers.

I believe it was Christian Idiodi, a thought leader in the field of product management, who said (or quoted) "Your product is no longer the things you are building or creating. Your products are now the people under your care." This captures the crucial transition I experienced twice: from concentrating on specific tasks as an IC to motivating and leading others as a people leader.

In my current capacity, I see leadership as going beyond product delivery oversight; it’s also about shaping the career and fostering the growth of my team members. It is now through my team that we deliver exceptional payment experiences and help grow our customers’ businesses.

On how to do just that, I've focused on fostering a culture of psychological safety and collaboration within my team. While everyone is expected to perform at a high level, they don’t have to go at it alone, and shared victories (over solo triumphs) almost always deliver the most meaningful outcomes for our customers and the company.

Challenges and Rewards

I do have to acknowledge that transitioning from an IC to a people manager comes with its fair share of challenges.

One of the most significant challenges is bridging the skill gaps between technical expertise and managerial skills. As an IC, I was accustomed to diving deep into technical details, but as a manager, I had to learn to delegate and trust my team to handle those aspects.

Another challenge is overcoming the fear of losing technical proficiency or domain knowledge, but I soon realized that effective leadership is about leveraging my expertise to guide and support the team rather than micromanaging.

The last challenge I could share is related to having “imposter syndrome” and the fear of not having the answer for my team. The good thing is that I read "The Making of a Manager: What to Do When Everyone Looks to You" in which Julie Zhuo highlights the importance of embracing vulnerability as a leader and being open about one's shortcomings. Julie Zhuo's insights have resonated with me, reminding me that it's okay not to have all the answers and that vulnerability can foster trust and authenticity within a team.

Despite these challenges, the transition does offer some rewards. As a leader of product managers, I do get the opportunity to shape and influence our product roadmap, foster a culture of innovation, and develop the next generation of product managers. Moreover, the satisfaction of seeing my team grow and succeed, coupled with the impact on the company’s targets, serves as additional fulfillment to embracing leadership in product management.

Considerations for Success

From my experience, I would offer the following tips for anyone who is also transitioning into product leadership:

• First, develop leadership skills through self-reflection and targeted skill development. Knowing what to improve first to be a better leader for your team is always a good first step.

• Second, seek mentorship from experienced leaders and partnerships with counterpart product, engineering, and adjacent leaders to gain insights and support. I find this to be one of the most helpful tips I’ve gotten, especially for an introverted person like me. Having a trusted mentor and/or peer helps bring clarity to a variety of topics that would normally take longer to go through by just oneself.

• Third, build trust and rapport with team members through transparency and active listening. The best way I find to make someone feel important and valued is to listen.

• Fourth, encourage open communication and foster a collaborative culture. As I mentioned previously, it was important to me that my team realize that the most meaningful value delivered to our customers and to our business are rarely the ones that came from a solo effort.

• Lastly, celebrate team achievements and recognize individual contributions to pump up morale and motivation. Celebrate no matter how big or small the win is.

Summary

For those mulling over the idea of stepping into product leadership, I want to share some personal encouragement from my own journey.

Transitioning into this role isn't just about career advancement; it's a chance for profound personal and professional growth. It's about taking on a broader responsibility, not only for the products we create but also for the development and well-being of our people.

From my experience, leadership in product management is about more than just overseeing projects; it's about being a mentor, a guide, and a supporter. By fostering an environment of trust, collaboration, and openness, we can do more together than anything that can be done by just ourselves.

Ultimately, I firmly believe that effective product leadership isn't just a title; it's about how meaningful of an impact we can leave on the lives of those we lead and the products we create.