Considering a move from product analytics to product management? It’s a natural progression that reflects the desire to expand beyond data analysis and strategic recommendations into actively guiding the product development journey. This move combines analytical expertise with creativity to transform imaginative ideas into concrete, market-ready products.

Shifting to a product manager role is akin to accepting a captain’s mantle, which requires effective coordination among a myriad of teams, stakeholders, and targets. It’s a complex, yet rewarding, responsibility that calls for a deeper understanding of the product life cycle. In this article, we’ve interviewed the following product managers who have made the journey from product analyst to product management:

We’ve asked them the following questions:

  • Why did you decide to switch from analytics to product management? Can you describe your previous path and how it led to this decision?
  • What were your first steps to make this transition?
  • How long did the transition take, from the moment you decided to switch to the moment you got the product management job?
  • What were the easiest and the hardest parts of making the switch?
  • Which skills from your analytics background did you find useful in the product management job?
  • What are the things you had to “unlearn” from your analyst job in order to become a better product manager?
  • What were the new important skills you gained after the transition?
  • What helped you to move more smoothly through this transition? Any blogs, courses, books, useful tools, or something else?
  • What are the pros and cons of transitioning from analytics to product management? How do the roles compare and contrast?
  • What’s your advice to someone who has started to think about moving from analytics to product management?

Thanks to all of our experts for their responses; we got some great advice. Keep reading for a comprehensive roadmap and guide to product management from product analytics.

Q: Why did you decide to switch from analytics to product management? Can you describe your previous path and how it led to this decision?

Our experts decided to switch from analytics to product management due to a desire to take on strategic roles and make a significant impact on product development. Influences on this shift are varied, with some spurred by prior experiences of ineffective product management, confident they could effect change. Others, deeply entrenched in data analysis, wanted the decision-making and creative roles behind innovative products. Motivations also included a desire for closer insight on customer behavior, vertical career growth, and enhanced collaboration with cross-functional teams. This shift was natural progression, fueled by career aspirations and passions.

Randall Ayers (Senior Manager of Product Management at Nordstrom)

I wanted to take on a more strategic role, work more closely with cross-functional teams, and have a greater impact on product development. My move was triggered by the negative impacts (requirements volatility, significant rework, etc.) of working with weak product managers. I was confident I could do a better job and make a difference.

Amit Bhatia (Senior Product Manager at Tesco)

I began as a product analyst, where I had the unique opportunity to sift through the intricacies of market analysis, competitor analysis, user behavioural metrics, and user reviews/requests to develop and propose innovative products and features for our team to create. Though I was influential in the decision-making process, I was not the ultimate decision-maker or creator. This left me yearning for more. Driven by my passion to create something extraordinary, I decided to broaden my horizons and venture into the realm of product development. I wanted to be more than just a researcher; I wanted to be the visionary behind the products that would change the game.

Gabriella Clarke (Senior Product Manager at Expedia Group)

Before I was an analyst, I worked as a geographer, focused on the gritty details of the dataset underlying the search experience and content on our site. Moving into analytics brought me closer to the big picture thinking of product management. I loved the part of the job that focused on driving insights on customer behavior and helping to inform hypotheses. I wanted more of it.

Federica Coscia (Product Manager at Delivery Hero)

I started my career as a product analyst and later I also worked as a data scientist. In both cases I felt that I was missing the big picture of my projects. I was doing nice analysis and creating models but I couldn’t see how this would help the product and the customer. This is what made me look into product management.

Benjamin Delecourt (Product Manager at Indeed.com)

The shift from being a product analyst to a product manager felt natural to me. After spending a few years as an analyst working on multiple products, I became interested in focusing on a single product and having more control over decision-making. In my role as a product analyst, I worked on a wide range of features within a team that specialized in expanding products globally. My responsibilities included assisting core product and engineering teams with internationalization processes to meet the needs of users outside of the US. When an opportunity arose during the COVID pandemic to work on a feature that would greatly benefit international users and align closely with the company’s objectives, I decided to take on the challenge and transitioned into the role of a product manager.

Ketaki Kulkarni (Senior Product Manager at Microsoft)

Looking back to the time when I was deciding to switch I primarily see two motivators :

  1. The desire to shape the strategy and build new products. In my role as an analytics manager in a small company, I was working closely with the product team. I had a chance to observe closely what goes into product development and management. The big picture really motivated me. Later as a business analyst most of my stakeholders were product managers. I saw how they were making data-driven decisions to influence the direction of the product. This sparked my curiosity about product management as a career choice. 
  2. There wasn’t much vertical growth in an analytics role. Many analysts I knew had eventually switched to different roles for growth reasons and a good number of them had moved to become product managers. So, this was a more practical reason.

Kathleen Qin (Product Manager at Palo Alto Networks)

I didn’t know what product management was at first. I was curious about what it meant to actually build a product. I liked the idea of building something and contributing to the product’s direction and strategy. As a product manager, you are responsible for the product’s success, from ideation to launch, and beyond. That level of impact and scale seemed daunting but exciting.

Moving to product management also seemed like a great opportunity for more collaboration. As an analyst, I spent a lot of time working independently, analyzing data, and creating reports. As a product manager, I get to collaborate with cross-functional teams, such as engineering, design, marketing, and sales, to ensure the product’s success. Their unique perspectives have helped me better understand all the complexities that go into building a product.

Q: What were your first steps to make this transition?

Transitioning from analytics to product management is a unique journey that varies for each individual. However, several shared steps often mark the path to this career evolution:

  • Expressing interest. A common first step is showing enthusiasm about the product management role and conveying this interest to managers and colleagues.
  • Learning about the role. This includes getting familiar with what a product manager does by engaging in discussions with experienced product managers, taking online courses, and reading books, articles, and blogs about product management.
  • Applying product management thinking. Incorporating product management perspectives into your current role, volunteering for product-related projects, or assuming responsibilities akin to product management can also facilitate the transition.
  • Seizing opportunities. Lastly, some professionals were able to make the transition thanks to fortuitous circumstances, such as sudden openings in product management roles within their organization.

Randall Ayers (Senior Manager of Product Management at Nordstrom)

My first step was expressing interest in the role. Managing cross-functional stakeholders and increasing communications with customers and end-users was the biggest learning curve for me. Some organizations view analysts similarly to junior or associate product managers, and they look to those employees with a growth opportunity to move into formal product manager roles. However, other organizations may view analysts more like the traditional business analyst role and a less likely career path.

Amit Bhatia (Senior Product Manager at Tesco)

First I began by immersing myself in the fundamentals of what it takes to be a product manager, delving deep into the nuances of the role. I then set out to explore the career growth prospects in product management, mapping out the path to success. To gain practical insights into the day-to-day responsibilities of product managers, I engaged in meaningful conversations with experienced professionals within the company, observing their response to crises, their interactions with customers, and their approach to feature prioritization and roadmap planning.

However, luck too played a pivotal role in my transition to product management. At the time when I expressed my interest in the role, three of our product managers had just resigned, and there was an immediate need for a new product manager within our organization. This opportunity allowed me to pursue my passion for product management at just the right time.

Gabriella Clarke (Senior Product Manager at Expedia Group)

I started by doing informational interviews with the product managers I knew and worked with, to understand what they thought made a successful product manager. I then started to apply these ideas in my work, adding interpretation and recommendations to my reports and speaking up in meetings with ideas to show that I could think like a product manager. I also volunteered to help with communication and outreach on a data migration project to show how I could work with the team’s stakeholders. When a role opened on the product team I was working with primarily, I got an interview loop and the job!

Federica Coscia (Product Manager at Delivery Hero)

I was lucky enough to have a manager who supported my decision of becoming a product manager. He let me take some of the typical responsibilities of a product manager for our team as we didn’t have one at the time. Also I took some online courses, read a lot of books and articles, and spoke with all my friends in product management. One beautiful thing I observed is that product managers are always ready to help and mentor, so always feel free to ask for help from any product person in your life.

Ketaki Kulkarni (Senior Product Manager at Microsoft)

My first steps were talking to product managers that I worked with to understand what the role entails, what their day-to-day looks like, what they like and dislike about their job, and what skill set they think I’d need to add in order to make the switch. The other conscious effort I made was to start doing product management-like work in my current role and to take on more product management-like projects to build experience. 

Kathleen Qin (Product Manager at Palo Alto Networks)

My first goal was to simply learn about the foundations of product management. I spoke with my manager about getting involved in cross-functional projects that would expose me to working with more internal teams as well as our external customers. I also engaged with seasoned product managers to gain insights into their experiences and learnings. Outside of work, I read up on industry blogs and listened to podcasts focused on product development. In summary, seek knowledge from your manager, your peers, and online resources.

Q: How long did the transition take, from the moment you decided to switch to the moment you got the product management job?

The timeline for transitioning from deciding to switch to landing the first product management job varied among our experts. For some, the transition was relatively quick, taking a few months, owing to their technical backgrounds and the tasks they had already been performing in their analyst roles. For some, the process took a bit longer, close to a year, in part due to the complexities of making an internal move within their companies. For others it took a couple of years.

Amit Bhatia (Senior Product Manager at Tesco)

For me, it took around 4 months of self-learning and introspection to finally become a product manager. I dedicated three months towards immersing myself in the fundamentals of product management and mapping out my career growth prospects. Once I felt confident in my knowledge and skills, I engaged with experienced professionals within the company to gain practical insights into the role’s day-to-day responsibilities. 

Gabriella Clarke (Senior Product Manager at Expedia Group)

It took about nine months from deciding I wanted to be in product management to getting my first role. This is partially luck, since the role was on a team that I knew and had history with, so I don’t think anyone should feel bad if it takes longer for them.

Federica Coscia (Product Manager at Delivery Hero)

It took more or less one year, partly because I chose to make an internal move in my company and that can be tricky.

Benjamin Delecourt (Product Manager at Indeed.com)

The transition happened pretty fast because my analyst role had become very similar to what a product manager would typically do on a day-to-day basis. When the right opportunity came, leadership made the decision to turn my role into a product management position. The process took about a month.

Ketaki Kulkarni (Senior Product Manager at Microsoft)

I’d say about a couple of years.

Tanay Shah (Senior Product Manager, Amazon Go Smart Cart)

It took approximately 6 months to get my first product job.

Q: What were the easiest and the hardest parts of making the switch?

The transition from an analyst role to a product manager carries both challenges and advantages according to our respondents. One advantage lies in the understanding of data analysis, familiarity with products and stakeholders, and comprehension of market landscapes, all of which made the transition somewhat smoother. However, difficulties were found in areas such as adjusting communication styles to suit different audiences, embracing the decision-making responsibilities, navigating the complexities of stakeholder management, and shifting mindset from an analytical focus to a strategic one. Additionally, personal aspects, such as stepping away from a comfortable team or the hands-on excitement of coding and analysis,were also challenging facets of this transition.

Randall Ayers (Senior Manager of Product Management at Nordstrom)

The easiest part was driving the definition and shared understanding of solution requirements; this had been previously missing in my organization. I could dig deep into technical discussions, consider options, and lead confidently. The most challenging part was learning to level up and down my communication style as appropriate for the audience.

Amit Bhatia (Senior Product Manager at Tesco)

For me, the most accessible route to product management was to understand the products my company built and gain a comprehensive understanding of the market landscape and competitors. My expertise as a product analyst played a vital role in laying the foundation of my knowledge, ultimately earning recognition from my peers as a potential product manager.

On the other hand, the most challenging aspect of the transition was gaining a clear understanding of my strengths and weaknesses, and determining if they aligned with the demands of the product management role. The decision-making process was equally daunting, as it involved weighing various factors and making decisions in favour of one over the other. Finally, stakeholder management posed a sweet challenge, as it required adeptly managing and communicating the product vision, roadmap, and strategy with complete transparency, and ensuring alignment with all stakeholders.

Gabriella Clarke (Senior Product Manager at Expedia Group)

The easiest part of the switch was that I already knew the product well and could pull any data I needed to inform a pitch. The hardest part was two-fold. I was a decision-maker now rather than an advisor. I had to effectively communicate decisions to the team and stakeholders, and be accountable for the outcome, good or bad. That’s a different kind of pressure you have to get used to.

Federica Coscia (Product Manager at Delivery Hero)

For me the hardest part was leaving my team. Wanting to change positions doesn’t always mean wanting to change a team and/or company. The easiest part was getting obsessed about product management and continuing to learn about it.

Benjamin Delecourt (Product Manager at Indeed.com)

What made it slightly easier for me during the transition was that I already had a pretty good idea of the vision of the end functionality, and what value it would bring to customers and the company. Additionally, having worked with various teams in the past, I was familiar with many of the stakeholders, which made it easier to communicate updates and hold regular check-in meetings.

The most challenging aspect was determining the optimal process for product development that would work best for the team, having little exposure to this prior to the role. My engineering counterpart was highly experienced and knowledgeable, and our collaboration was great so it made my transition to this role very smooth! In no time, we were up and running and delivering great features to customers.

Ketaki Kulkarni (Senior Product Manager at Microsoft)

The easiest part was getting access to a lot of different product managers and talking to them as I had been in the industry for a while and could leverage my network to learn more. However, statistics, data explorations, and algorithms were exciting for me and deciding to move away from that took a little while. (Although one doesn’t have to be moving away from it as a product manager, in fact understanding these gives you an edge.) But I had to be okay moving away from actual execution of writing a piece of code and running the analysis myself. But in this case, what I was moving to was going to put me in charge of shaping the product and that was a big enough motivator to help with the challenge. 

Kathleen Qin (Product Manager at Palo Alto Networks)

The easiest part was having a good understanding of data analysis. Analysts have experience in identifying trends and patterns, as well as using data-driven insights to give business recommendations.

One of the hardest parts of transitioning from an analyst to a product manager was the shift in mindset. As a PM, I had to shift from focusing solely on analyzing data to taking in signals from a number of sources, both quantitative and qualitative, and think about how these can all apply to the product’s development. There will be times when the signals may conflict with each other in timelines and urgency, and then it’s up to you as the PM to apply what you know about the business goals and customer impact and make those trade-offs.

Tanay Shah (Senior Product Manager, Amazon Go Smart Cart)

The easiest part was having a background in data analysis, which are skills needed as a product manager. The hardest part was the lack of day-to-day product management experience. 

Q: Which skills from your analytics background did you find useful in the product management job?

Moving to product management can be significantly aided by several key analyst skills. Some that our experts found invaluable include:

  • Data Analysis. The ability to extract meaningful insights from data and align product development with growth goals.
  • Problem-solving and critical thinking. These skills aid in effectively collaborating with tech teams and troubleshooting issues.
  • Understanding of tech terminology. A strong grasp of technical terms ensures clear communication with different teams.
  • Attention to detail. A keen eye for detail helps ensure that products are designed to meet customer needs.

Taken together, these skills enable product managers to identify and address customer pain points, streamline product delivery, and enhance the overall customer experience.

Randall Ayers (Senior Manager of Product Management at Nordstrom)

I found that data analysis, problem-solving, and critical thinking are useful in both analyst and product management roles.

Amit Bhatia (Senior Product Manager at Tesco)

My skills as a product analyst helped me become a good product manager by making sense of vast amounts of data and correlating it with our target customer profile. I excelled at querying the database to gather insights on customer behaviour, market analysis, customer feedback, engagement journey, and competitor analysis. These skills enabled me to provide direction for product development that aligned with long-term growth goals.

Federica Coscia (Product Manager at Delivery Hero)

Understanding the tech world, terminology and techniques are skills that also apply to product management. It’s not only useful to keep track of the work but also to talk and have a connection to your tech team.

Ketaki Kulkarni (Senior Product Manager at Microsoft)

A solid understanding of data, algorithms, data engineering, and having designed a business intelligence solution for a team were key in supporting the data-driven decision making required in a product management role. Having been an analyst, as a product manager I could have empathy and understanding for this discipline.

Even today, as we pivot toward AI, I can draw upon my machine learning and model building skill set. Another skill set that comes handy is visualization, or being able to present the data and information in an easily consumable format, whether it is charts, graphs, etc.

Kathleen Qin (Product Manager at Palo Alto Networks)

  • Data analysis. An analytics background was valuable in understanding what questions to ask from the data and tracking product performance.
  • Observation. Analysts are trained to pay close attention to details and identify data patterns. This attention to detail helped me in ensuring products are well designed and meet the needs of the target customers.
  • Problem-solving. Analysts are able to understand the problem at hand and find solutions through data analysis. This skill is also valuable for product managers to identify customer pain points, prioritize product deliveries, and improve the customer experience. As an analyst and product manager, you’ll know what data questions to ask and what metrics to measure for success.

Q: What are the things you had to “unlearn” from your analyst job in order to become a better product manager?

New product managers often find they need to unlearn certain habits or perspectives. This includes a tendency to prescribe solutions instead of focusing on desired business outcomes, and a need for precision that may overlook the broader picture. The shift also involves moving away from being solely data-driven, recognizing the value of action and a balance of different inputs. This balance often necessitates the product manager’s willingness to delegate problem-solving tasks and move from the “how” to focusing on the “why” and “what.” Furthermore, former analysts need to transition from an overly analytical approach and understand that historical data doesn’t fully predict future trends, emphasizing the importance of a forward-looking, user-centric approach.

Randall Ayers (Senior Manager of Product Management at Nordstrom)

I had to unlearn prescribing how solutions work instead of focusing on the outcomes needed by the business. I can go there if necessary, but I prefer not to.

Amit Bhatia (Senior Product Manager at Tesco)

As an analyst, it’s essential to uncover decision points and patterns that provide insight into the needs of the market and guide your team’s direction. However, in my pursuit of precision, I sometimes lost sight of the big picture. As a product manager, I learned to balance the need for data with the need for action. It’s crucial to make decisions with the information at hand and avoid the trap of perfectionism.

Gabriella Clarke (Senior Product Manager at Expedia Group)

Because I was now responsible for the bigger picture, I didn’t have time to get into the weeds every time an issue was reported. Jumping into problem-solving still felt like the right thing to do, but that wasn’t my job anymore. I had to unlearn that impulse and delegate problems to the right people.

Federica Coscia (Product Manager at Delivery Hero)

I had to unlearn having a tunnel vision for data. When you’re a product manager you need to look at a lot of different things at the same time and always have the big picture in mind.

Ketaki Kulkarni (Senior Product Manager at Microsoft)

Moving away from the “how.” As a product manager you are responsible for the “why” and “what,” but you depend on your crew to figure out the “how.”

Kathleen Qin (Product Manager at Palo Alto Networks)

One thing I had to unlearn was relying only on quantitative data to make decisions. As an analyst, I had typically relied solely on data to identify insights, while as a product manager, I needed to consider user feedback, market trends, and business objectives. This move from a data-centric to more user-centric approach helped me develop the ability to think more holistically about a product, its end-to-end experience, and its impact.

Tanay Shah (Senior Product Manager, Amazon Go Smart Cart)

Being overly analytical and relying only on past data were two things I had to unlearn. Product managers need to be forward-looking and anticipate future trends and changes in the market. Historical data is important to look at but doesn’t provide a complete picture of what will happen in the future.

Q: What were the new important skills you gained after the transition?

Switching careers from an analyst to a product manager necessitates honing new skills and refining existing ones. This includes understanding outcomes over solutions, leading cross-functional teams, and focusing on customer needs. Stakeholder engagement, leadership and project management capabilities, and contextualizing problems from a customer’s perspective become essential. Other critical skills involve collaborating across various disciplines, enhancing written communication, and mastering prioritization. Additionally, asking probing questions to reveal customer pain points and writing comprehensive product requirements documents are key skills to effective product management.

Randall Ayers (Senior Manager of Product Management at Nordstrom)

I learned to focus on value and outcomes instead of solutions, and how to lead a cross-functional team. I also learned to be more customer-focused in discovering a new problem space.

Amit Bhatia (Senior Product Manager at Tesco)

I have gained valuable insights into two key aspects: stakeholder engagement and customer obsession. The stakeholders in your product journey could range from customers, sponsors, developers, analytics and data science teams, fellow product managers, department heads, program managers, UX designers, operations and support teams, and more. Collaborating with them consistently and effectively is crucial to ensuring the success of the product. Additionally, setting priorities through the lens of customer needs has been a game-changer for me in creating products that make a real impact.

Gabriella Clarke (Senior Product Manager at Expedia Group)

The most important skill I gained was the ability to stop and take a step back. Not every “problem” that someone brings to you is actually a problem, even if the person who said it is a vice president. You have to put it in context for the customer. What are they trying to do, what are they likely feeling? Given the step that customer is at, is this really a problem for them? And is it the most important one to be working on right now?

Benjamin Delecourt (Product Manager at Indeed.com)

I would definitely say leadership and project management skills. Having to work with many different stakeholders, managing their expectations, and being accountable for decisions I made contributed to helping me grow as a product leader. Additionally, my exposure to agile practices has helped me manage collaborative projects more effectively and deliver valuable outcomes to users.

Ketaki Kulkarni (Senior Product Manager at Microsoft)

  • Collaborating across disciplines. As an analyst, I had limited interactions with other disciplines. But as a product manager I had to not only collaborate with my immediate crew consisting of engineers, designers, data scientists but also marketing, sales, and executives. Learning to communicate better with this set of stakeholders was key. 
  • Writing. This is an extremely important skill as a product manager. Written communication is especially important in today’s hybrid world where we collaborate asynchronously. Clearly articulating your vision and bringing everyone along are crucial for a successful product execution 
  • Prioritization. Ruthless prioritization, identifying what matters, and what to say ‘no’ to come with practice are important skills for a product manager.

Kathleen Qin (Product Manager at Palo Alto Networks)

  • Communication. Product managers need to be skilled at communicating with cross-functional teams, including engineers, designers, other product managers, and executives, and managing conflicting priorities and stakeholder expectations.
  • Asking questions. One of the big differences in becoming a product manager is you’ll need to talk to many customers. Instead of asking questions that prompt a simple yes-or-no response, I’ve learned that framing questions as “How do you…” and “Why would you…” lead to better insights into customer pain points.
  • Writing. One of the things I quickly realized was effective written communication goes a long way. PMs are responsible for is writing thorough product requirements documents so stakeholders understand the vision, the persona pain points, the user stories, and the specs. I’ve observed that great product managers are also great writers.

Q: What helped you to move more smoothly through this transition? Any blogs, courses, books, useful tools, or something else?

When it comes to transitioning roles, it’s all about taking advantage of available resources and ongoing learning. While everyone’s journey and process might differ, our experts relied on a combination of these tools to facilitate their growth:

  • Mentorship. Leveraging the knowledge and experience of mentors, whether they are in your company, industry, or outside of it, can help guide your decisions and provide critical insights.
  • Books. There are numerous books providing theoretical and practical knowledge on a wide array of topics related to product management, such as Hooked by Nir Eyal, Inspired by Marty Cagan, and Deep Work by Cal Newport.
  • Online Platforms. Websites and platforms like Medium, LinkedIn, and YouTube are great places to learn from the experiences and insights of professionals in the field.
  • Courses. Many professionals have found online courses on platforms like Coursera, Udemy, and Product School helpful in understanding the nuances of product management.
  • Blogs and Newsletters. Subscribing to industry-specific blogs and newsletters like Lenny’s Newsletter can keep you updated on the latest trends and best practices.
  • Networking. Engaging in discussions and learning from peers and leaders within communities like Women in Product can provide practical insights and broaden your perspective.

Randall Ayers (Senior Manager of Product Management at Nordstrom)

I read as much as possible, leaned in with mentors as much as possible, and took every opportunity to listen to customers. I also took several multi-day courses that specialized in a product management curriculum.

Amit Bhatia (Senior Product Manager at Tesco)

There’s a wealth of knowledge out there, and I’m grateful to have access to resources like YouTube and LinkedIn to help me grow. Here are just a few of the best resources I’ve found:

YouTube

LinkedIn

Books

Gabriella Clarke (Senior Product Manager at Expedia Group)

I was lucky to have an incredible mentor who worked with me for the first three months. She gave great advice and helped me talk through some of the early tough decisions I faced. I still quote her to other product managers. The other helpful thing for me wasn’t a product book, though I read plenty of those, it was a book called Deep Work by Cal Newport. It taught me skills to protect and maximize my focus time, and put work away at the end of the day.

Federica Coscia (Product Manager at Delivery Hero)

I love Medium and there I found all the information I could hope for. There you will find articles about all product management things including which books to read and which courses to take. I chose two Udemy ones.

Benjamin Delecourt (Product Manager at Indeed.com)

I have completed independent project and product management courses through Coursera and Google, which, while basic, provided me with valuable insights into various product development methodologies. To further my learning, I regularly listen to TED talks by renowned product leaders like Marty Cagan, read blog posts such as the Aha! series, and have subscribed to product management newsletters like Product Growth by Aakash Gupta. The field of product management can be complex and ambiguous, as it is not a rigidly defined science. Therefore, it is crucial to remain adaptable and flexible in one’s approach.

Ketaki Kulkarni (Senior Product Manager at Microsoft)

A lot of research and preparation was key to ensure a smooth transition. There are tons of valuable, free resources online. I follow some great product leaders on LinkedIn and the Women in Product community. There are quite a few books on product management: Inspired by Marty Cagan, Continuous Discovery Habits by Teresa Torres, and The Making of a Manager by Julie Zhou to name a few. But what was also quite valuable was talking to product managers from different companies and learning from them.

Kathleen Qin (Product Manager at Palo Alto Networks)

Tanay Shah (Senior Product Manager, Amazon Go Smart Cart)

Reading Inspired by Marty Cagan which talks about technology product management and provides a perspective on how to discover and deliver technology products that customers will love and that will work for business helped me to smoothly transition.

Q: What are the pros and cons of transitioning from analytics to product management? How do the roles compare and contrast?

Switching from analytics to product management is a significant step, presenting both opportunities and challenges. The following table summarizes the most common pros and cons from our experts:

ProsCons
Increased strategic role
The move to product management often allows for a larger strategic role within the organization.		Varied expectations
The expectations for a product manager can differ greatly between organizations, which can be confusing and challenging.
Exposure to diverse perspectives
As a product manager, there’s the opportunity to interact with different teams, leading to diverse and enriching perspectives.		Delayed impact of decisionsThe effect of decisions made in product management may not be immediately apparent, resulting in a potentially long waiting period for noticeable success.
Greater influence on development
Product managers typically have a more significant influence on the development of a product.		Role ambiguity
The product management role can often have a higher degree of ambiguity compared to more data-driven roles, which can be challenging for some individuals.

Both analysts and product managers advance business objectives through their analytical skills and effective communication. Analysts delve into data for insights that shape decision-making and the end product. In contrast, product managers develop and execute strategies, define product roadmaps, and focus on understanding and meeting customer needs. Choosing between these roles depends on your preference for data analysis or leading product strategies and collaborations.

Randall Ayers (Senior Manager of Product Management at Nordstrom)

  • Pros. Leading more strategic work, exposure to more perspectives, and greater influence on product development.
  • Cons. Expectations for product management can differ between organizations. There can be a long tail for positive impact. Ambiguity runs rampant.

Amit Bhatia (Senior Product Manager at Tesco)

Choosing a career path is a personal decision and there are no definitive pros and cons to any field. It all comes down to self-awareness and aligning your career with your goals and strengths. Becoming a product manager was always my goal once I realized it was the perfect match for my career aspirations and talents. Although I could have succeeded as an analyst as well, I am content with my decision since being a product manager brings me immense joy and satisfaction.

Federica Coscia (Product Manager at Delivery Hero)

You will miss coding and playing with data, even if that seems impossible when you decide to switch to product management. But being in product brings so many more challenges and opportunities, you will never regret it!

Benjamin Delecourt (Product Manager at Indeed.com)

As an analyst, part of the role is to gather and analyze data to identify customer needs, market trends, and business requirements. It also involves tracking product performance, conducting user research, and providing recommendations for product improvements. To some degree, this is very much aligned with what a product manager does, with a goal in mind to maximize value for the end user.

I’d say the biggest difference comes from defining product roadmaps, prioritizing features, and setting product goals and metrics which fall on the product manager. The product manager also works with many cross functional teams so if this is something you enjoy, I’d definitely recommend going for it!

Kathleen Qin (Product Manager at Palo Alto Networks)

Both analysts and product managers bring a lot of value for any organization. Analysts are responsible for interpreting data to identify trends and insights. PMs are responsible for developing and executing on a strategy that meets customer needs while also aligning with business goals.

To determine which of these jobs are best, I suggest reflecting on your strengths and interests and seeing which role matches your professional goals. If you enjoy working with data and enjoy solving tough problems through data manipulation and statistics, an analyst role would be a good fit. If you enjoy working with cross-functional teams and enjoy developing and executing product strategies, a product manager role could be a better fit.

Tanay Shah (Senior Product Manager, Amazon Go Smart Cart)

Commonalities between the two roles are strong data analysis skills, analytical acumen, and cross-functional collaboration. The key difference between the two roles is that analysts primarily focus on analyzing data to inform business decisions, while product managers primarily focus on understanding customer needs and developing, launching, and improving products that meet those needs.

Q: What’s your advice to someone who has started to think about moving from analytics to product management?

Our experts say that moving from analytics to product management necessitates understanding product development, customer research, and project management. It’s beneficial to seek mentorship, undertake courses, and participate actively in professional groups. Openness about career goals, constant learning, and curiosity are essential. Engaging with product managers and gaining practical experience through projects can provide clarity about the role’s suitability.

Randall Ayers (Senior Manager of Product Management at Nordstrom)

Be patient with yourself as you develop the skills. Each new situation provides a learning opportunity.

Here are some tips to consider before the transition:

  • Develop a strong understanding of the most common product development processes, including collecting feedback, ideation, research, design, development, launch, and post-launch support.
  • Learn about customer research and insights, and develop skills in conducting market research, identifying customer needs, creating customer personas, and commonalities among prioritization frameworks.
  • Develop high-level project management skills.
  • Gain experience working with cross-functional teams, including designers, developers, engineers, and marketing professionals.
  • Consider taking courses or certifications in product management.
  • Seek out mentorship and guidance from experienced product managers.
  • There are so many great ones on Twitter and LinkedIn. Give them a follow and network with other product managers and attend industry events and conferences.
  • Be open to a more strategic and customer-focused mindset.

Amit Bhatia (Senior Product Manager at Tesco)

Today, the world of opportunities is vast and abundant, providing aspiring product managers with a plethora of ways to gain insights into various fields while not giving up on their current endeavours. One can sift through the wealth of resources available online, actively participate in group discussions on LinkedIn and other platforms, grasp the nuances of product management, and even try their hand at collaborating with a product manager within the same organization. If these avenues don’t bring joy or satisfaction, one can choose to pursue something else. After all, the ultimate goal is to be a happy professional, irrespective of the profession one chooses to pursue.

Gabriella Clarke (Senior Product Manager at Expedia Group)

Pay attention to how the product managers you work with talk about a project. What’s the vision? What questions are they asking day to day? How do they work with counterparts in other product teams? If you’re not naturally hearing that, set up occasional 1:1s to get more context. I’ve done this with each of my analysts and it’s been helpful for all of us, so don’t worry that you’re “taking advantage.”

Federica Coscia (Product Manager at Delivery Hero)

The necessary steps to change careers are always the same: study, read, and network. I would also add that it is always better to be as transparent as possible with your manager. But more than all of this, my advice is to keep learning and being curious: that’s the main job of a product manager.

Benjamin Delecourt (Product Manager at Indeed.com)

Get involved and start educating yourself on what the true role of a product manager is at your company. One way to accomplish this is by talking with product managers you already know within your organization or among your friends. As every team and product manager’s way of doing things is unique, it’s beneficial to learn about different experiences. Utilize online resources to acquaint yourself with the role and its obligations. If it’s a career path that interests you, seize the opportunity and pursue it!

Ketaki Kulkarni (Senior Product Manager at Microsoft)

I’d say that product management is one of the most rewarding roles I’ve had, and I’ve had my fair share of roles throughout my career journey so far. Try to do more product management-like work in your current role to gain some hands-on experience. There are many different types of product managers and titles could be misleading. So, talk to product managers to learn directly what it is to be a product manager in their organization and see if that matches with the kind of product manager you are aspiring to be. 

Kathleen Qin (Product Manager at Palo Alto Networks)

Try it out. The best way to determine which role is best is to gain experience in both and see which you enjoy more. You could consider taking on greater responsibilities that give you exposure to both, or seeking out mentors in both fields to gain a deeper understanding of the day-to-day responsibilities and challenges.

Tanay Shah (Senior Product Manager, Amazon Go Smart Cart)

To transition into product management, it’s important to understand the role and gain hands-on experience through side projects. These projects can be within your current organization or with non-profits. They will provide valuable insights and skills needed for the role.

We’d like to thank Stephanie Walter for incredible help in creating this article.