Crossover TPMs get to work across a portfolio of products and cover a range of industries and technologies, making this an amazing learning opportunity. TPMs are encouraged to learn and apply the latest cloud computing patterns (think about the entire AWS catalog, not just EC2 & S3). They also receive tons of training and development, starting with our one-month CTO Bootcamp program.
Make clear, simple, and technically sound design decisions
Simplify designs that others have made complicated
Uphold high standards on fundamental data structures, algorithms, and architectural best practices
Coach a team, primarily by providing high-quality feedback on their work
We believe in continuous growth and strive for constant improvement. As part of our TPM family, you will be exposed to a multitude of new technologies, products and industries on a daily basis, and our comprehensive suite of playbooks will equip you with the foundation to develop and enhance your existing expertise.
We also provide a unique CTO Remote Camp for all new VPs of TPM. This full-time, fully-paid training program covers all of the unique aspects within our approach to TPM, including:
SME engagement and how to elicit the important information
How to uncover CIV (Challenging, Important or Valuable) Problems in a particular domain/industry
How to define Core Functions to address CIV problems and ensure optimal product-market fit
How to make the Important Technical Decisions to ensure that:
Core architecture decisions are not left to chance
Core functionality will be delivered effectively
Architecture and development teams are not micro-managed by imposing unnecessary constraints (low-level, unimportant decisions)
Throughout your training, you will get daily feedback to accelerate learning and growth far beyond typical classrooms or training programs.
Our curriculum includes a number of bite-sized training videos where we explain how we design great software. Here’s an example where we show you how to make and validate Important Technical Decisions.
A good fit for...
Experienced product leaders at larger established SaaS companies who have deep technical experience coupled with strong business acumen. They stay abreast of emerging technologies and visualize how to apply them to create compelling differentiated value.
They are industry luminaries, thought leaders and technology evangelists. They have a blog with a sizeable following, author well-known books and articles in prominent media, or routinely speak and lead workshops at major conferences.
A good fit for...
Experienced architects at larger established tech companies who have both deep technical experience and some management experience.
They simplify architectures and make scope decisions.
They are great communicators who see writing technical specs much like writing code. They enjoy developing talent on a team by giving clear and frequent feedback.
A good fit for...
Architects and senior developers who have experience making core technical decisions AND can describe simple solutions to complex problems by using high-level architectural patterns.
They have strong (and well informed) points of view about when to use different technologies, they like to make bold decisions that control scope in order to simplify things, they enjoy designing solutions that minimize the code to be written.
A good fit for...
Technically strong, hands-on senior developers who are interested in a career progression in Technical Product Management.
They care a lot about creating simple, clean software. They have opinions about what makes a great API, database schema, algorithm.
If you’d like to create similar playbooks for your own use, please feel free to use our template.
What does a good technical product manager look like?
TPMs should be super-technical leaders capable of connecting the software design decisions to the code architecture. They focus on data structures & algorithms, not slick UI/UX. They write their logic/rationale down so that it can be vetted by healthy debate - or at least understood! They engage directly on the important topics. They spec important product simplifications ("non-features") as often as they spec the “must-have features”.
How would you describe a day of work as a VP of TPM at Crossover?
The main thing a VP of TPM does each day is to focus on a "thing" that needs a solution. It may be a data structure or an algorithm for a brand new product. It may be how to change an existing codebase to adopt some new technology component that will make the product much better. It can be retiring a bunch of low-value code, or a variety of other problems we are trying to solve. TPMs write down their thinking/logic in the most succinct and clear way possible. They work with other people (global/remote) to ask questions in order to get peer-feedback, and feedback from their manager.
How many products does each role manage? What’s the typical size of each product team?
We don't limit the number of products that TPMs work on. They generally work on one product at a time, and once finished solving that design challenge, they move onto another product. They may come back to a product too. We want TPMs to have continuous learning experience. By doing this, our TPMs learn many new technologies, design patterns and architectures, industries, and business models. This is how we have designed our organization and processes. We like people to contribute work and ideas in a fluid manner, in the same way, that great, high-caliber engineering teams work on many different parts of the same codebase. Candidates are expected to have proper skills, a collaborative attitude, and the desire to learn our methodology, so the code isn't a complete mess. It may be slower in the short-term (because of ramp up) so they have long-term success. Our engineering teams generally follow the "2 Pizza Rule" regarding size.
How are the teams formed within the actual projects and as VP of TPM would I have any influence over the selection of the project I'd be working on?
Our view is that TPMs (and the TPM Org) should not focus on managing or influencing the engineering delivery team. We leave that to engineering management. Our TPMs focus on making the important technical decisions that in aggregate define “how the software should work to deliver customer value” and not on “how the engineering team should work to deliver the software.” An analogy would be the way an Architect's job is to clearly define the important decisions regarding the construction of a building but is not part of the building team that the construction company uses to build the building.
How do you know what insights are important?
The important decisions always need to be made, and they still get made regardless. The question is whether they are made at the right time with the gravity they require, or whether they were made when it is too late. Our process identifies the correct time to make decisions - we invest the necessary time and skill, drive alignment and feedback from all parties, and learn and improve over time. To do this, TPMs must be very technical and able to explain the reasoning for their engineering decisions. TPMs need to see the "big picture" and focus on the important capabilities, not the many minor features. TPMs must be fast learners and great writers and know the difference between controlling what is truly "important" versus micro-managing engineering (which we do not want to do). This is what you’ll learn in our 30-day CTO Remote Camp training program - we, focus on our quality bar, and the goal of our processes.
How do you measure success?
This is a long answer, but the basic idea is that we define actual deliverables for TPMs. These weekly deliverables are quite structured, and we check the quality of the content within those specs. For example, we evaluate how "Important" the content is, how correct the "Technical" content is, and how clear and justified the rationale for the "Decision" is. We call those ITDs, and TPMs get feedback on the quality of their work. So, by measuring the Quality and the Quantity of work, we measure success. In the longer term, we also measure how well those decisions played out in the product releases.
How does the TPM organization fit within the rest of the organization?
Our approach to Product Management is heavily technical, and that is because of our belief that the most important thing is mapping the customer problems to a 10x better engineering solution to that problem. We try to simplify and make the core of the product 10x better instead of chasing every little feature that competitors do or developing piles of minor features from the backlog. That said, we also send the core messages to marketing and sales so that they can do their job. Those core messages start with the TPM team.