From Google to a Startup: 3 Surprising Things to Be Ready For

Written by Sara Mauskopf, Director of Product at Postmates. This article was originally published on TechinMotionevents.com. Startup or Corporate: where will you end up?

Now that I’ve been at Postmates for almost 8 months, a lot of people have asked me the difference between Product Management at a larger company like Twitter where I worked from July 2010 to July 2014, or Google where I worked from 2007 to 2010, and at a startup like Postmates. I too was curious before I decided to join a startup.

So first, let me define Product Management at a larger tech company. As a Product Manager, you are responsible for defining a roadmap for your area and ensuring that roadmap meets the goals or objectives you set forth for your team, which should align with the goals of the company. You’re responsible for ensuring the items on the roadmap are prioritized, and that there are clear product specifications for those items. Finally, you work closely with the team to build, launch, collect data/feedback, and iterate to a standard of exceptional quality. Through all phases, including planning, you are working closely with engineering, design, and other key stakeholders across the company. And because everyone looks to you as a leader for your product area, it is important you are inspiring those around you to do their greatest work by setting the right context, establishing a sense of urgency, and working collaboratively.

As it turns out, all those fundamentals remain the same at a startup. In fact, the fundamentals are so important that having experience at a larger company as a Product Manager is one of the best forms of training for startup Product Management. But on top of all that, at a startup you have responsibilities and challenges that do not exist at a larger company. If you are thinking of making the transition from big company PM to startup PM, here are some things you’ll want to know.

1. You’ll often have to do things you have never done before and probably suck at.

Working at a startup, you quickly discover where your personal weaknesses are because on a daily basis you need to do something you have never done before and probably are not good at yet. Executing out of your area of familiarity manifests through needing to do something that larger companies have a person or team dedicated to doing. For example, at a startup you will most certainly not have a user research team that helps you assess how your feature will be received in the market. If you want user research or early feedback on a prototype, you will have to find and interview users yourself. Although it can be daunting to roll up your sleeves and try something you have never done before, it’s also the fastest way to learn how to do it. If you are lucky, you may discover a talent you didn’t know you had!

2. You’ll need gymnast levels of flexibility.

Imagine any company has 5 “fire drills” a quarter. In other words, 5 times per quarter, the average company has to quickly react to something in the market, change a plan due to unexpected data or user feedback, or get in a war room and really focus on a hard problem that has not been given enough attention. At a larger company, those 5 instances are spread out between a lot of people and teams, so you personally probably only experience a "fire drill" at most once per quarter. At a startup, any fire drill usually involves most of the product, design, and engineering team because the team is so small. It’s important at a startup that you can quickly tackle these fire drills, avoid getting thrown off course, and re-prioritize your roadmap when needed. Most importantly, you need to mentally be able to deal with plans changing more frequently. It’s okay!

3. You’ll do less talking the talk, more walking the walk.

At a startup, there is nowhere to hide. People who can step up to the plate and tackle the challenges will shine and get even more responsibility. Under-performers who can’t cut it will quickly make their way out. In addition to not needing to worry much about whether your individual performance will be recognized, if you ask any good PM at a larger company they will tell you they spend some percentage of their time carving out territory for their team, evangelizing the great results of their team, and other activities generally thought of as “managing up”. It’s not because large companies are full of evil political people, it’s just because when you have a lot of people working in one place it’s easy to get lost in the noise if you aren’t making it clear what your team works on and the results they have achieved.

You don’t have to worry about that much at a startup. Now, I spend my time working and moving the company forward rather than evangelizing my team internally. With fewer people to communicate with, you can spend more time doing the work, which is great because there is a lot of work to do.

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