Micro-Interview: Angel Tsvetkov, Principal PM | Progress
💬"PMs should have the ability to influence people without being their managers."
EDITOR’S NOTE:
Angel Tsvetkov is a Principal Product Manager at Progress, a company that enables organizations to develop, deploy, and manage high-impact applications through its various products.
In under 500 words, he shares:
How he got into product management…
How he starts his mornings for maximum productivity…
Some of his sources of learning…
And more…
Enjoy!

“How did you get into product management?”
After working as an engineer for ten years, I have come to realize that I spend an enormous amount of time on side projects. While I found development interesting, I desired to learn and grow in areas such as pitching ideas, interviewing people, understanding their likes and dislikes, and developing marketing strategies.
Therefore, transitioning into a product management role was the most natural step for me.
“How do you start your mornings at work?”
As a Product Manager, managing time effectively is one of the biggest challenges. There are numerous tasks to prioritize and complete, and it can be overwhelming. I discovered Notion a year ago, and it has helped me create a system to keep track of everything related to my product. Every morning, I begin by reviewing and organizing my to-do list for the day.
“What do you know about product management now that you wish you’d known when you first started?”
There is a saying that goes, "The PM is the CEO of the product." However, I find this statement confusing as it does not effectively convey what a PM's role entails.
Most people are not aware of what a CEO's job is in a given organization and may incorrectly assume that the PM, like a CEO, holds a position of high hierarchy and power.
In my opinion, Product Managers should support multiple functions, such as engineering, marketing, sales, and support, and help them establish the necessary context to be effective.
Additionally, PMs should have the ability to influence people without being their managers.
Good PMs, by working with many customers/partners over time, can gain a deep understanding of the market and should be able to trust their instincts.
“What did your biggest product failure teach you?”
To me, product management means leading a company toward creating something that people need so much that they are ready to pay for it. In this context, there is no such thing as failure.
Building a product people are willing to pay for involves many unsuccessful attempts.
However, if you remain consistent and do not give up, the chances of achieving success are high. This realization has taught me a lot and has transformed my perception of the role of a product manager.
“What’s the #1 thing that has helped you shorten your product management learning curve?”
I used to work as an engineer and collaborated with PMs frequently. This experience helped me understand their role, skills and areas that need improvement. By observing their actions, I prepared myself for a PM role.
“How do you stay updated on the best practices in product management?”
I am a fan of Silicon Valley Product Group. I like the books Empowered and Inspired, written by Marty Cagan. I enjoy watching the Y Combinator YouTube channel. I like to listen to Michael Seibel’s thoughts about building startups.