He Thought Product Management Was The Answer…
A client and I navigate the traps engineers often fall into when they consider product roles, and how he might forge his own path.
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From Engineer to Strategist: Coaching Through a Career Pivot
When a Senior Engineer Starts Craving Change
Ever been in a technical role for years, and then suddenly start wondering if there might be something more? That’s exactly what happened in a recent coaching session with my client, Monte. He had been a senior engineer, even taken on director-level responsibilities, but recently felt drawn toward product management. The desire wasn’t just about changing roles—it was about creating impact at a strategic level.
In our session, we worked through what this shift might look like, the traps engineers often fall into when they consider product roles, and how he might forge his own path without burning out or chasing dead ends.
Unpacking the Reality of Product Management
Monte came in with experience, curiosity, and a hunger for more business-side influence. What he discovered, though, after some interviews and research, was that the romanticized version of a product manager role didn’t quite match reality. Instead of owning strategy, product vision, and go-to-market initiatives, most roles he encountered were closer to project management or product ownership.
In his own words, the job felt more like executing other people’s ideas than shaping the direction. That wasn’t what he was looking for.
Bridging Technical Depth with Business Strategy
Where Monte shined was in aligning business goals with technical execution. But in conversations with hiring managers and product teams, his contributions often turned into talking points rather than action. That left him frustrated. He didn’t want to just be the engineer with good ideas. He wanted to drive change.
He told me the disconnect often came when he tried to add value by offering technical insights. Stakeholders would nod along, offer great feedback, and then—nothing would happen. What Monte realized is he thrived in the overlap: keeping a hand in technical delivery while being actively involved in strategy.
Not Every Product Manager Role is Created Equal
Monte’s story also highlighted an industry-wide confusion between product owners and product managers. The roles he interviewed for had the title “product manager,” but were functionally closer to scrum facilitators, responsible for delivery artifacts and managing team backlogs. The strategic input? That was already dictated by leadership.
Together, we clarified that Monte didn’t want to be a glorified backlog manager. He wanted to work on product-market fit, business models, customer insights—not just user stories.
Trying to Shift Internally (With Limited Success)
Monte did all the right things internally. He volunteered to help product teams, led ceremonies, built artifacts, and even received praise. But none of it gave him more influence. We talked about how many companies unintentionally gatekeep strategic roles, especially when someone is seen primarily as a technical contributor.
He wasn’t being set up to fail—but the system wasn’t built to help him succeed in the way he wanted either.
The Big Question: Fight for Influence or Create It?
At this point in our session, I posed a direct question: “If your company offered to let you fully own a strategic product role, but required you to step away from engineering, would you take it?”
His answer was immediate: yes. That clarity helped us focus. Monte didn’t need convincing. He needed an environment that would trust him to deliver strategic value.
We then talked about whether continuing to advocate for this shift inside his company was worth it. Monte acknowledged the cultural and structural blockers that made the return on investment questionable. It wasn’t about giving up. It was about reallocating energy to where it mattered most.
Moving Beyond the Company: Building His Own Opportunity
Rather than chasing credibility inside a system that couldn’t offer it, Monte decided to create his own path. We explored what building something outside his day job might look like. Could he create a product, target a real customer need, and validate his skills by solving a business problem directly?
With his energy restored and life more stable, Monte was in a great spot. He had the runway, motivation, and clarity to explore entrepreneurial opportunities on the side—without putting his current role at risk.
The Truth About Interview Data
Monte had interviewed for two PM roles. While it wasn’t a huge sample size, he gathered valuable insights. We agreed that two interviews don’t define your entire future, but they can spotlight early warning signs.
What Monte saw was that some companies view product management as a cost center, not a strategic driver. In those environments, PMs are implementers, not influencers. Knowing this early helped him adjust his filter for future roles.
Helping Clients Like Monte Avoid Common Pitfalls
Here are some of the lessons that emerged from this session:
- Clarify the type of product management you want. Many PM titles are actually delivery-focused. Don’t mistake a project manager role for a strategic one.
- Recognize when the culture isn’t a fit. Not every company is willing to let engineers evolve. Stop trying to force a transformation that isn’t supported.
- Energy is finite. Don’t burn it all trying to convince others. Use it to build proof elsewhere.
What’s Next for Monte?
Monte’s not giving up on product strategy. He’s just choosing to develop it on his terms. Our plan includes identifying a customer segment, validating a core problem, and building a lean MVP that lets him flex his product muscles while still delivering high performance in his current role.
As a coach, I always look for leverage points. For Monte, it’s his blend of technical depth and business curiosity. The key now is applying it where he has control.
Final Thought
Monte is a great example of what happens when you stop waiting for someone to give you permission and start building the future you want. If you hire a coach, make sure they help you define what you really want. And that they challenge you to stop seeking approval—and start creating opportunity.
About the HEALTHY DEVELOPER show
On YouTube and all major podcast networks, Jayme shares teamwork and leadership strategies, guidelines for healthy company culture, and stories about real projects so you can have a sustainable career in the software industry.
Jayme Edwards
A family man and veteran of nearly 40 software projects, Jayme experienced many wins and losses over his career as an architect and consultant.
Now he's coaching software developers, managers, and business owners to overcome challenges in the IT industry - so they keep growing.