“The advice I often give, especially to those starting out, is to bring your team along when working on your product. … It’s crucial to think of the first draft as a collaborative effort. Whether working with UX or engineering, ensuring your team feels engaged and part of the decision-making process is paramount. This fosters buy-in and is crucial for the successful execution of your product.”
Shambhavi Rao (MBA ‘16) is a Senior Product Manager at Google. Shambhavi graduated from Visvesvaraya Technological University with a Bachelor degree in Electronics and Communications Engineering in 2009. Initially, the job she had planned to take after completing her college education was canceled due to the financial crisis. She adapted to take on a role on a contract basis at Applied Materials and ended up working there as a full time employee until summer of 2014, working her way up to Senior Software Engineer. Following her MBA graduation in May 2016, she joined Amazon Web Services (AWS) in June 2016. In July 2017, Shambhavi transitioned to Amazon Alexa, where she launched consumer facing experiences on new devices and later led a couple of products on the Machine Learning Data Platform for Alexa until August 2021. At Google, she started her PM career in the conversational AI based CCaaS (Contact Center as a Service) product and currently works at Google Search with a focus on Gen AI use cases.
1 What was your career plan in college? How did you navigate through your graduation through the 2008 financial crisis?
During my undergraduate time back in India, the mainstream career job market was rather limited, with a few major career tracks and dominated by engineering. I initially explored electronics and communication that was closely aligned with electrical engineering, while realizing that many job opportunities were in software. As a result, I decided to delve into programming and coding languages alongside electronics and communications. This turned out to be a critical decision, especially since I graduated in 2009 amid the financial crisis.
Shortly before joining Siemens, where I had an offer through campus recruitment, the recession hit, and they had to freeze hiring. Despite not officially starting my new grad position, I essentially faced a layoff. However, my investment in learning coding on the side proved invaluable. I transitioned into becoming a Java programmer in the semiconductor industry, leveraging my electrical engineering background. It was such a tough era that made it challenging to even land a job. I initially started as a contractor for Applied Materials in the research and development team, later transitioning to a full-time role. I eventually worked on research and development in the semiconductor product life cycle.
Joining the team at such a special time, I contributed to an innovative product from its birth and witnessed its growth – an electron microscope-based defect review tool. This tool played a crucial role in detecting damages during the semiconductor manufacturing process, particularly relevant for major clients that manufacture chips. Over my four to five years there, I witnessed the evolution of the product from its inception to execution. Collaborating closely across teams and with the PM team based in Israel, it marked my initial exposure to product management. Because of this diverse collaboration, it also gave me a chance to travel and work across cultures. As I progressed in my engineering career, I found joy in aligning requirements with the product manager’s vision and understanding the broader business strategy.
Even if I began as a contractor rather than a full-time employee during the recession, my mindset was more about securing a paycheck fresh out of college (laughter). I didn’t dwell on the distinctions between temporary and full-time roles. It was as time progressed my goal shifted to securing a full-time position. I understand that it’s still post-pandemic and the job market is challenging, where many students and new graduates face similar issues. My advice is to maintain your confidence, recognizing that the difficulties are systemic. You can only control your efforts. Rejections are not personal. During tough times, leveraging your support network and continuously improving yourself are crucial.
2 How did you learn about Product Management and how did you transition from engineering to it?
I learned the intricacies of product management during collaborations with product managers in my first job. In the software design life cycle, my involvement in product requirements documentation reviews became my initial touchpoint with products. Analyzing what needed to be done on the project, understanding the product, and becoming familiar with customer needs allowed me to contribute ideas and suggestions. This collaboration with my product manager enabled me to move from conceptualization to execution. It was through the collaboration with product managers, I learnt the other side of careers. Reflecting on my transition from engineering to a management-focused career, it stemmed from a series of inspiring moments. One such moment occurred during a company-wide All Hands meeting when one of the senior executives, Randhir Thakur (an industry veteran and now CEO of Tata Electronics) shared insights. Randhir discussed how global politics influenced semiconductor production, illustrating the broader impact beyond software jobs. I remember sitting in the meeting room and amazed by how well-rounded that Senior Executive is, having so much knowledge in a variety of fields, connecting semiconductor’s industry with geopolitical news. This talk fueled my aspiration to become a polymath. I started to integrate knowledge from diverse domains to address complex challenges. I wanted to understand politics, business, technology, and societal needs and bring them together. This was a realization that guided my career trajectory.
When I started my MBA, I wasn’t fully aware of the challenges faced by international students, especially regarding visa sponsorship. This realization narrowed down my potential job prospects, excluding certain industries that do not provide much sponsorship. At that time, consulting and tech were the two main career paths. The culture at Ross played a crucial role in shaping my perspective towards job seeking. Engaging with companies and seeking guidance helped me understand that interviews are a two-way process that I needed to enjoy the work environment as much as they needed to see my fit. While consulting appealed to me initially due to its strategic thinking aspects, I began to reconsider my choices post MBA. It occurred to me that consulting required a networking style that wasn’t my cup of tea. The lifestyle, including frequent travel, didn’t resonate with me. Interestingly, during that time, Amazon was actively recruiting and went a step further by organizing “Sell Weekends”. After extending offers, they flew candidates to Seattle to showcase why Amazon and the city were excellent choices. This initiative became a pivotal factor in my decision-making process. One of my interviewers, who later became a mentor, regularly communicated with me, highlighting the benefits of choosing Amazon over consulting. I’m grateful for this personalized approach that helped me navigate my decision-making process. I accepted my Product Manager role in Amazon and officially started my PM career.
3 What resources did you find helpful in making this transition possible?
While industry experiences were invaluable, I also found the MBA program immensely helpful in delving into various disciplines. It provided a structured learning environment, filling gaps in my knowledge, particularly in areas like finance and business strategy. The program, coupled with guidance from professors and peer discussions, significantly contributed to my understanding and growth in the management domain. My primary motivation for pursuing an MBA was to gain a broader perspective on the overall functioning of a company. I participated in the MAP program (Full-Time MBA Multidisciplinary Project) during my MBA. As a strategic consultant to my project client, my engagement with a small IoT company provided a valuable foundation in business. Coming from an engineering background, the combination of my technical expertise and the foundational knowledge gained at Ross was instrumental in securing internships and full-time roles. I found the Ross Tech Club sessions particularly beneficial. They offer insights into what companies sought in candidates during the hiring process.
4 What are the skill sets you find critical in the PM career?
Adaptation to new environments or fields is critical as a PM. At Amazon, I began in the AWS Cloud division, later transitioning to Alexa, a consumer-facing product. After contributing to consumer experiences, I moved internally to machine learning platforms, focusing on internal customers. In my current role at Google, I worked on developing omnichannel solutions for contact centers and recently transitioned to a role with Google Search where I am learning about Search and Gen AI.
Understanding the nature of the product, whether it caters to enterprises or consumers, is pivotal in shaping the role of a Product Manager. For enterprise-focused products, co-defining the product along with your technical counterpart is crucial; for consumer focused products along with technology requires a deeper understanding of consumer behavior, such as through the UX team. There may be a stronger emphasis on execution for earlier-in-career PMs, while senior roles evolve to include more strategic responsibilities, vision setting, and influencing.
The PM culture and skill sets also vary a lot based on different companies. For example, Amazon is known for a more top-down and document-driven culture. It encourages everyone to read and absorb documents before discussions begin. Each company has its unique approach that contributes to diverse experiences and skill development. At Google, as meetings don’t start with reading docs, it can feel a bit chaotic, resulting in a conversational but distinct approach to innovation. This diversity in culture requires some adjustment, given that the dynamics in the meeting rooms reflect the unique workings of each company.
Irrespective of whether the focus is on consumer or enterprise, there are fundamental PM skills that remain constant. These skills involve understanding customer needs, identifying pain points, and defining measurable success criteria. While the domain or company might influence certain aspects, these core skills contribute to being an effective PM.
One of the valuable lessons from early in my PM career came from a meeting. It was during the initial product definition sessions and all I had was a document. I approached the engineering team to propose what I believed we should build. The meeting did not unfold as expected – the engineers were skeptical and uninterested in the outlined requirements. This encounter served as a significant “aha” moment for me. It prompted a reevaluation of my approach and the establishment of a refined process that has since proved instrumental in my role. The advice I often give, especially to those starting out, is to bring your team along when working on your product. Early on, I made the mistake of presenting a fully formed idea to the team without involving them in the decision-making process. It’s crucial to think of the first draft as a collaborative effort. Whether working with UX or engineering, ensuring your team feels engaged and part of the decision-making process is paramount. This fosters buy-in and is crucial for the successful execution of your product.
It’s critical to maintain the agile mindset as a PM. The initial draft is just the beginning, let’s say approximately 40% defined. It’s all about embracing feedback, iterating, and improving with your stakeholders. It allows for flexibility, adaptation, and fostering a collaborative environment where everyone feels invested in the project so the best ideas come to light.
5 Tell us something that is not on your resume/LinkedIn
I dedicate time to explore and comprehend how public policy and technology coalesce, striving to contribute positively to societal well-being outside of my full-time job.
One of the aspects I truly appreciate is the opportunity to delve into various disciplines. Throughout my career, my focus has predominantly revolved around conversational AI and similar products. A particular area that has captivated my interest is the intersection of technology and public policy. I believe the influence wielded by major tech companies, considering their substantial revenue and societal impact, is comparable to that of small countries. Even as a product manager who might not be at the executive pinnacle, it is both a responsibility and a privilege to contribute to societal influence. In the contemporary landscape, the discussion centers around data collection and sharing. Many products, especially in AI, have inadvertently demonstrated biases, responding better to certain demographics, such as men over women. This bias is a result of training data that inadvertently perpetuates societal prejudices. I am driven to ensure our products are accessible and inclusive, and I consider it crucial to maintain ethical standards.
This passion has steered me towards an active involvement in understanding the dynamic between public policy and technology. The ongoing dialogues between governments and major tech entities, often observed in economic and global forums, underscore the need for regulations governing the use of AI and technology. I try to contribute by volunteering for organizations such as Partnership on AI tech policy and helping NGOs such as AfriScout leverage AI to solve societal needs. It’s a fulfilling aspect of my life outside of my professional commitments.
Disclaimer: The views represented here are those of the individuals and not of the affiliated companies.
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