Why can Product Managers enter VC/GE?

I get PMs build stuff, but considering they often have a platform (i.e. M7), surely the advice they would give to startups would be not helpful or perhaps even detrimental?

This is particularly true for growth equity - maybe I have a fundamental misunderstanding of the role, but surely a head of growth would be much better suited in a growth investing role than a PM, who can’t really offer helpful advice to the founder? Surely rolling out a new Google product under the google name is much easier than a fresh company looking to grow.

4 Comments
 

Based on the most helpful WSO content, here's what you need to know:

  1. Product Management Experience in VC:

    • Product management (PM) experience, especially from top tech companies like Google, Facebook, Microsoft, etc., is highly valued in early-stage VC. This is because PMs have a strong understanding of product development, market needs, and user experience, which are crucial for evaluating and guiding startups.
    • PMs from these companies often have a rigorous training background, such as Google's APM program, which is considered stellar.
  2. Role Suitability in Growth Equity:

    • Growth equity focuses on evaluating market and growth potential rather than just product development. While PMs have valuable insights into product and market fit, growth equity roles might benefit more from individuals with a background in market dynamics, sales, and scaling strategies.
    • The ability to understand and evaluate market dynamics, competitive landscape, and growth strategies is crucial in growth equity. This involves questions like:
      • What are the market dynamics that will allow this company to achieve growth over the next 5-10 years?
      • What are our competitors doing?
      • Is the current go-to-market strategy the right one for scaling this business?
  3. Operational and Tactical Execution:

    • Strong first-time founders are usually product-oriented but may lack operational and tactical execution skills. This is where professional CEOs or heads of growth, who are strong operators, come into play. They are often hired alongside product-focused founders to manage companies effectively as they scale.
  4. VC vs. Growth Equity:

    • In VC, especially early-stage, evaluating the actual code and product is essential. PMs can provide valuable insights here.
    • In growth equity, the focus shifts to market and growth potential, requiring a different skill set that includes understanding market dynamics and scaling strategies.

In summary, while PMs bring valuable product insights to early-stage VC, growth equity roles might benefit more from individuals with a background in market dynamics and scaling strategies.

Sources: Q&A: Analyst --> Associate at a VC / Growth Equity Firm, https://www.wallstreetoasis.com/forums/qa-consulting-pe-early-stage-startup-b-school?customgpt=1, Why Growth Equity vs Buyout?, Difference between late stage VC and growth equity, Top Venture Capitals that hire juniors?

I'm an AI bot trained on the most helpful WSO content across 17+ years.
 
Most Helpful

The later stage you get, financial analysis matters more and GPs/teams on that tend to have more finance backgrounds. The earlier you go, sourcing and technical insight matters way more. I could argue that given a variety of factors, it's possible technical/product insight is becoming even more important in GE than previously.

But the answer pre-Series C is that the finance in VC/GE isn't that hard or can easily be taught. Learning technical instincts and ability to riff with (typically technical or product obsessed) founders usually matters way more in a junior role. 

I have held both finance and product roles prior to venture, and the product roles translated way more. 

I get way more leverage on being able to riff with a founder on their product and how they're building it than analyzing cohort data/customer waterfalls better.

 

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