> the ideal time to hire a PM at a startup is when the founders can no longer be involved in all the important product decisions
No, that's when the founders need to hire actual managers. Their staff is already used to involvement in product decisions, right?
Then there are a bunch of traits and activities of PMs listed. I would think that the time to hire a PM is when the founders can't do that list of things, if that's what PMs do.
> it's easy to overestimate how many an organization needs
Why? The article avoids addressing that, telling us when to hire and how to right-size, but doesn't bother defining the problem being solved.
My experience is that the more devs there are per PM, the more the PMs start thinking they're "in charge of" the devs and then no one's happy. I'd like to see more of a "PMs as customer research consultants" model instead - contribute something that the devs don't have time to do.
No, that's when the founders need to hire actual managers. Their staff is already used to involvement in product decisions, right?
Then there are a bunch of traits and activities of PMs listed. I would think that the time to hire a PM is when the founders can't do that list of things, if that's what PMs do.
> it's easy to overestimate how many an organization needs
Why? The article avoids addressing that, telling us when to hire and how to right-size, but doesn't bother defining the problem being solved.
My experience is that the more devs there are per PM, the more the PMs start thinking they're "in charge of" the devs and then no one's happy. I'd like to see more of a "PMs as customer research consultants" model instead - contribute something that the devs don't have time to do.