Couverture de TPM & PM At Meta/Facebook - Podcast w/ Priyanka Shinde

TPM & PM At Meta/Facebook - Podcast w/ Priyanka Shinde

TPM & PM At Meta/Facebook - Podcast w/ Priyanka Shinde

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 Episode Overview In this episode, Mario Gerard talks with Priyanka Shinde, a longtime TPM leader with experience across startups and large tech companies, including Cruise and Facebook or Meta. Priyanka also runs TPMify, a coaching and consulting organization focused on helping TPMs and TPM teams grow faster. The conversation is centered on role clarity and role evolution. Mario and Priyanka break down what TPMs do, why the industry needs the role, and how TPMs compare and collaborate with product managers. They then zoom in on newer job titles that have become more common on job boards, including Product Manager Technical and TPM Product, and explain why these variants exist, what skills they imply, and when organizations use them. The focus of the conversation is on: Priyanka’s background and why she cares about building the TPM communityWhy the industry needs TPMs as products and systems become more complexCore TPM skills: domain depth, program management, communication, leadership, and people skillsWhat product managers do and how their skills overlap with TPMsHow PMs and TPMs collaborate and why the partnership can be challenging but valuableWhy Product Manager Technical roles exist and what makes them different from traditional PM rolesWhat TPM Product means and where “product sense” shows up in TPM workWhen teams need both PMT and TPM, and what overlap looks like in practiceCareer mobility between TPM, PMT, and PM rolesThe origin story of the TPM Product role at Meta and why it was created The overall theme is that these roles keep evolving because organizations keep trying to match hiring, responsibilities, and product complexity with the right skill sets. Priyanka’s Background and TPMify Mario introduces Priyanka as a TPM leader with more than 20 years in tech, including roles at Cruise and Facebook or Meta. Priyanka shares that she started as a software engineer and transitioned into TPM because she enjoyed being involved end to end and seeing systems come to life. She explains that she has worked across domains like AI, machine learning, ad tech, and education tech, and that the more she worked as a TPM, the more she became invested in the craft. That is part of why she writes, coaches, and builds resources through TPMify. Her stated goal is two sided: help TPMs realize their own impact, and help organizations understand how to leverage TPMs effectively. What Is a TPM and Why Does the Industry Need TPMs? Mario asks Priyanka to define the TPM role. Priyanka describes TPM as a role that blends technical focus with program management and leadership. She frames TPMs as owners of holistic execution strategy, using domain expertise to deliver results. She also explains why the role became more prominent. As products became more complex, pure coordination is no longer enough. You need someone who can manage cross team execution while also understanding technical constraints and system complexity. Mario reinforces this by pointing out how many teams own different components of modern programs, and how important it is to have someone whose job is to align those teams toward a single outcome. Skills TPMs Require Priyanka lists the core skills she sees as essential for TPMs. 1. Technical or Domain Expertise She starts with technical depth. Domain expertise can come from your background or be built over time, but a TPM needs enough technical understanding to operate confidently in complex systems and make decisions grounded in reality. 2. Strong Program Management Priyanka emphasizes classic program management skills, especially in cross functional environments. A TPM needs to juggle multiple teams, understand who to go to for what, manage moving parts, and keep the program aligned. She also calls out the ability to see the big picture and “look around corners.” 3. Communication at Every Level She highlights written and verbal communication as a core competency. TPMs communicate across peers, partner teams, leadership, and executives. The goal is to provide clarity and confidence, not just status. 4. Leadership and People Skills Priyanka treats leadership as a core part of the job. TPMs influence without authority, build relationships, manage conflicts, and motivate teams. In her view, these people skills are not secondary. They are central to making execution work. What Product Managers Do and What Skills They Have Mario shifts to product management to set up the later comparison. Priyanka describes PMs as primarily owning the what, and often the why, by identifying opportunities, shaping vision, building strategy and roadmaps, and using research and market analysis to inform priorities and requirements. They discuss key PM skills: vision and strategy, customer and market understanding, prioritization rationale, strong communication and persuasion, and being data driven and analytical. Priyanka also notes that PMs tend to be depth focused, going deep on a specific customer problem. Mario ...
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