Appreciate the thoughtful take, Kent—internal product management *is* different, but it’s not a side quest.
We’re not chasing revenue, market share, or churn.
We’re optimizing cost, throughput, and compliance.
Different levers, which is why internal PMs need to see the world slightly different:
- The “market” is the business unit.
- The “segments” are teams.
- You don’t find your chooser—you find your user.
And internal PMs need to tread carefully—because even though we’re focused on the operational model, a bad decision can ripple all the way up to the business model. Ask anyone who’s ever botched a pricing engine or permissions system.
This isn’t about proxies. It’s about owning the problem space—even if the title says “delivery lead.”
Appreciate the thoughtful take, Kent—internal product management *is* different, but it’s not a side quest.
We’re not chasing revenue, market share, or churn.
We’re optimizing cost, throughput, and compliance.
Different levers, which is why internal PMs need to see the world slightly different:
- The “market” is the business unit.
- The “segments” are teams.
- You don’t find your chooser—you find your user.
And internal PMs need to tread carefully—because even though we’re focused on the operational model, a bad decision can ripple all the way up to the business model. Ask anyone who’s ever botched a pricing engine or permissions system.
This isn’t about proxies. It’s about owning the problem space—even if the title says “delivery lead.”