Couverture de TPM: Running Large Scale Programs – Podcast with Rhea

TPM: Running Large Scale Programs – Podcast with Rhea

TPM: Running Large Scale Programs – Podcast with Rhea

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 Episode Overview In this episode, Mario Gerard introduces Rhea Frondozo and sets up the foundation for a broader series on TPM work. Rhea shares her background across multiple major tech companies and explains why she has gravitated toward large scale, cross functional infrastructure programs rather than consumer facing feature work. The first half of the conversation focuses on “core TPM fundamentals.” Mario asks Rhea to define what a TPM does, what skills matter most, how TPM impact is measured, and how to influence without authority. They also cover what Rhea looks for when hiring TPMs, how technical TPMs need to be depending on the role, and advice for people trying to move from IT services into product oriented TPM work. The focus of the conversation is on: Rhea’s background and why she prefers large scale infrastructure programsHow the TPM function varies across companies, teams, and seniority levelsCore TPM skills: project management, communication, ambiguity, collaboration, and problem solvingDepth TPM versus breadth TPM and how technical each role tends to beHow TPMs measure impact, including what you deliver and how you leadInfluencing without authority and how to build that skill over timeWhat hiring managers look for when interviewing TPMsHow technical the hiring bar should be depending on the program and team structureTips for moving from IT services or non product orgs into product based TPM roles Overall, the episode works like a practical TPM primer, grounded in real hiring and leadership experience rather than a generic job description. Who Rhea Is and What Work She Cares About Mario introduces Rhea as a senior TPM leader with about two decades of experience across IBM, Microsoft, EMC, Oracle Cloud Infrastructure, and Salesforce, where she is now a senior director leading TPMs. Rhea describes a career path that included being a developer, program manager, test manager, engineering manager, and TPM leader. Rhea explains that after trying many roles, she learned what she enjoys most: large scale, complex programs that span multiple products, services, and processes. She is less interested in consumer facing features and more drawn to enterprise infrastructure challenges, especially cross functional technical problems that require coordination across many teams. How Rhea Describes the TPM Function Rhea says the TPM function is hard to describe in a single sentence because it varies so much by company, org, and team. She frames TPM as a blended role: foundational program or project management responsibilities applied to technical programs, systems, or processes. She also emphasizes that the TPM job changes with seniority. A TPM can operate in a narrow scope and go deep in one area, or operate broadly across many organizations, depending on whether the role is closer to depth TPM work or breadth TPM work. Core Skills TPMs Should Have Mario asks what skills matter most. Rhea starts with the basics and then expands outward. 1. Project Management Rhea says the baseline skill set is project management. That includes defining scope and problem space, understanding business impact, identifying stakeholders, setting goals, creating schedules, and tracking execution. 2. Communication Rhea describes communication as essential and multi directional. TPMs need to communicate up to leadership, down to teams they are directing, and laterally across peer groups and partner organizations. The ability to clearly articulate problems, plans, and outcomes is a core requirement. 3. Comfort With Ambiguity Rhea highlights ambiguity as a major part of the role. TPMs are often dropped into problem spaces that are not clearly defined, so being able to clarify scope and figure out what needs to be solved is critical. 4. Collaboration and Influence She also calls out collaboration skills. TPMs work across many stakeholders, and their ability to get people to work together is a major part of the job, especially since most TPMs do not manage teams through formal reporting lines. 5. Problem Solving in a Technical Context Rhea explains that TPM problem solving can range from deeply technical work to solving process problems in technical environments. Some TPMs need strong technical depth. Others operate more as orchestrators who understand enough to ask the right questions and drive alignment without being the architect or SME. Depth TPM vs Breadth TPM and Technical Bar Mario asks whether depth TPMs are generally more technical than breadth TPMs. Rhea says technical depth is often more beneficial for depth TPMs because they work directly with engineers and may need to challenge solutions and engage deeply in technical discussions. She also notes that technical depth is not always required if the team has a strong technical lead or architect and what the team needs most is strong program management. The technical bar depends on the structure of the team and how the work is split between PM, TPM, engineering leads, ...
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