By Most product leaders come from one background. They were engineers who moved into product, or MBAs who joined a PM team, or designers who expanded their scope. I took a different path — and each chapter of it fundamentally changed how I build.
Chapter 1 — The Engineer
Two years writing code at BSE taught me one thing above everything else: systems have constraints. Every feature request has a cost. Every shortcut creates debt. Engineers who become PMs are dangerous in the best possible way — they can’t be bullshitted about timelines, technical feasibility, or architecture trade-offs. When I sit in a roadmap conversation now, I can smell a technical problem disguised as a product requirement from across the table.
Chapter 2 — The Founder
Seven years running TechMerch Innovations — bootstrapped, no funding, 400+ projects delivered — taught me that product and business are the same thing. Features don’t matter. Outcomes do. The founder chapter also taught me the value of speed. In a scrappy agency, you ship or you lose the client. That bias towards action never left me.
It also taught me about failure in a way that no corporate job can. When your company fails, it’s personal. When your product doesn’t work, you feel it financially, not just professionally. That makes you a more honest builder.
Chapter 3 — The Product Leader
Six years in AdTech at mCanvas — from sole IC PM to VP leading a 34-person organisation — taught me that the hardest part of product leadership isn’t strategy. It’s translation. Translating business goals into product bets. Translating technical constraints into stakeholder language. Translating market signals into roadmap decisions.
What I’d Tell Someone Starting This Journey
Don’t specialise too early. The engineers who become PMs bring something MBAs don’t have. The founders who become PMs think about leverage differently than career PMs. Own your arc. Don’t apologise for the unconventional path. The conventional path produces conventional PMs. The world has enough of those.
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