The last time I redesigned (not updated) my resume was 2009. Since then, my understanding of ease-of-use, information architecture & win-loss has grown several fold. Late last year I realized that my resume looks archaic and needs a revamp.
The need was to create something that was:
information rich yet not cluttered
comprehensible yet not funky
likely to get past through the recruiter’s clutter.
Several opinions & tweaks later, I finally published a release candidate that I wanted to share. Yes, sharing definitely looses the competitive advantage at a PM opening, but what use is creativity that’s kept to yourself. I hope this bit on the design rationale helps all.
The importance of Page 1
It’s a no-brainer how crucial the first page is to recruiters, considering their daily swim in the resume swarm. The key was to summarize everything that mattered to them on Page 1, while deferring details to following pages. More importantly, it also acts as a printable summary Continue reading 1-page resume that says it all→
Is that an amusing title? If yes, then product management (PM) has retained its title of being one of the most esoteric functions in IT. And this has reasons: compared to the epic number of service organizations, there exist only a few product companies, implying a fewer number of product managers – a breed that can’t be found in herds. Despite of a severe need for PMs within the chamber, the absolute demand compared to other profiles is minuscule, causing the profile to remain unexplored even by recruiters. Whether or not that makes PM a big deal, the ones that have tasted it will agree that it demands a unique mix of aptitude, attitude & innovation – that can’t be taught in class. And above everything else, it demands hell-a-lot of responsibility.
Most people destroy the niche status of product management (PM) by confusing it with project management. I would say, planning, execution & reporting is only a minuscule part of the PM profile. PM is everything about the product from vision to release which is not a simple 1-step transition. At least, it involves:
Envisioning a product that solves a problem or improves some productivity parameter
Understanding the market for the product & preparing a market requirement document (MRD)
Creating a concept to get management buy-in; At senior levels with P&L responsibility, it may accompany projecting numbers
Detailing the product functionality & behavior through prototypes & product requirement document (PRD)