Allocating Product People: Finding the Right Fit for the Right Squad

Welcome to the final part of our lesson on structuring product teams to achieve goals. In this section, we’ll explore how to allocate product people to different squads effectively. This topic builds on previous lessons, where we discussed the profiles of product managers and how they can best contribute to different types of teams.

Moving Beyond Fixed Roles

It can be tempting to think of people as fitting neatly into predefined categories—like the Sorting Hat in Harry Potter, placing someone in a specific squad forever. But that's not how we should think about product roles. Our job as leaders is to ensure that people grow and learn, developing new skills as they navigate their career paths.

In this section, I’ll share real-life examples from squads we discussed earlier. We’ll look beyond labels like "builder," "tuner," and "innovator." These are useful categories, but they shouldn’t be rigid or static.

Example 1: Route Squad at Involves

In 2019, Involves had a "Route" squad, which needed someone with a deep technical background to create a product from scratch. The person allocated to this squad had a background as a software engineer with eight years of experience, including three years at the company (two as a developer and one as a transitioning product manager). They were also passionate about startups and side projects.

This product required someone with an understanding of algorithms and modeling—not necessarily an expert, but someone who could have informed conversations with engineers. This individual was highly organized and patient with complex problems—qualities needed to work on a complex routing algorithm that wasn’t likely to work perfectly in the first quarter.

Did this role need an "innovator"? Yes, but it also required a highly technical person with patience for the trial-and-error of creating a technical product. A traditional innovator who loves rapid prototyping might have become frustrated in this squad. It was about matching the individual’s skills and temperament to the unique needs of the squad.

Example 2: Activation Squad at Xerpay

The product manager for the "Activation" squad at Xerpay had a degree in engineering, along with a strong background in customer success and entrepreneurship through side projects. This squad required strong communication skills and stakeholder management, as well as an analytical mindset to experiment with onboarding and activation processes.

This person was not a classic "tuner"—they had never worked specifically with metrics optimization. However, their engineering background gave them a good analytical foundation, and their experience in customer success was crucial for managing relationships with stakeholders like sales, onboarding, and customer success teams. This was important because running experiments on activation required strong alignment across different areas.

They had to explain experiments clearly during product reviews, including which customers were involved, how it was being conducted, and the expected outcomes. Without strong communication skills, experiments would lead to confusion and frustration among stakeholders. This individual was well-suited to the squad, even though they weren’t the stereotypical analytical expert.

Example 3: Retail Product Squad at Involves

Involves also had a new product focused on retail, for which the product manager had a background in advertising, had been a sales representative for retail clients, and had seven years of experience as an entrepreneur in the retail tech space. This background was perfect for a squad tasked with exploring value propositions for retailers.

Unlike the route squad, this squad didn’t need someone with deep technical skills—it needed someone who could explore and find a value proposition for a new product. This product manager’s experience as an entrepreneur in the retail sector was invaluable. They had the hands-on experience needed to navigate the challenges of building a retail product.

However, this person also needed humility and adaptability. Just because they had previous experience with a product didn’t mean they could simply recreate it in a new setting. They had to remain open to new insights and pivot as needed, focusing on delivering clear value to retail users.

Where Should Product People Be Allocated?

The best allocation of product people comes from balancing three key areas:

1. What the person wants to do: Their interests and aspirations.
2. What the organization needs: Current priorities and strategic initiatives.
3. The potential of the person: Areas where they have skills or potential to grow.

The goal is to find a match in the overlap of these areas. For instance, placing someone in a role that the organization needs but that doesn’t align with their interests or potential will not be a good fit. Understanding the personal and professional motivations of your team members is crucial for effective allocation.

Conclusion

In conclusion, finding the right place for product people within an organization isn’t about rigid roles or categories. It’s about understanding their strengths, interests, and potential while balancing these factors with the needs of the product and the organization. By aligning people effectively, you not only enhance team performance but also drive the strategic advancement of your product vision.

Thanks for joining this lesson on structuring product teams. I hope you found it insightful, and I look forward to seeing you in future sessions. Take care!