The tech world loves to celebrate the disruptors, the innovators, the ones who code the next big thing. But often overlooked are the builders who turn those brilliant ideas into reality: program managers (PgMs). And of course I’m promoting myself here: I was a senior program manager at Google, involved in mentoring and hiring, and leading a group of twenty other program managers.
Of course, the term “program manager” doesn’t exactly scream “rockstar.” It conjures images of project plans, endless meetings, and maybe a slightly-too-organized state of mind. And yes, those spreadsheets and timelines are essential tools in our arsenal. You need the basics down before you can do anything. But to define a PgM by project management skills alone misses the bigger picture.
In my experience, PgMs fall into two camps. First, there’s the Orchestrator. They’re powerhouses of execution, ensuring projects run smoothly, deadlines are met, and risks are mitigated. They’re invaluable, keeping the trains running on time in complex environments. Most of the time, the Orchestrator is who everyone thinks of when they hear the term “program manager.”
But then there’s the Enterprising PgM. This is where I found my niche. We’re not purely about keeping things organized; we’re about making things happen. We see opportunities where others see problems. We build bridges between teams, champion new ideas, and drive initiatives that push the boundaries of what’s possible.
During my time at Google, one of my enterprising initiatives was recognizing the need for a multi-vendor ecosystem for TensorFlow. I saw the potential for a dedicated industry conference, a place where developers, researchers, and companies could connect and collaborate without needing Google’s intermediation. I pitched the idea to VPs, secured funding, and partnered with O’Reilly Media to launch TensorFlow World. It wasn’t easy. Navigating internal Google processes, coordinating with an external company, and convincing industry leaders to join the movement required a unique blend of skills.
This is where the “more than spreadsheets” part comes in. Yes, mastering the basics of program management—running efficient meetings, communicating clearly, and building a solid project plan—is crucial. But to truly thrive as an Enterprising PgM, you need more. You need empathy to understand your stakeholders’ needs, influence to build consensus, and the vision to see the bigger picture.
My advice to aspiring program managers? Embrace the spreadsheets! Master the fundamentals. But don’t stop there. Cultivate your leadership skills, nurture your network, and never be afraid to champion your ideas. The tech world needs more than just brilliant coders. It needs those who can connect the dots, build the bridges, and drive the initiatives that shape the future. That’s where the Enterprising Program Manager plays a crucial role: bringing together raw potential into programs that really make a difference.