Tech Cupid Tales: a Product Manager's odyssey with Catinca Balaur

February is the month of love so at Carbon, we've taken this opportunity to explore a different facet of love – the love we have for our work, along with the daily challenges that come with it.

In the first interview of our new series, Erika sat down with Catinca Dobrescu to find out more about her journey to becoming a product manager.

Catinca’s true passion for her work and the interesting background behind her career choices make her someone truly special. We feel incredibly lucky to have her in the Carbon network and we believe her journey holds valuable lessons for anyone considering a similar path.

Erika: How did you end up falling in love with tech?

Catinca: The thing with my tech story and finding this profession is that when you study computer science, especially here in Bucharest, everybody kind of expects you to become a software engineer. That's the regular go-to career. It’s why people go to that uni [Polytechnic University of Bucharest]. And I was quite certain, since the first or second year, that I really didn't want to become a software engineer, it was more of a safety net.

Catinca explained that despite graduating with degrees in computer science and business administration, she felt drawn towards a role that combined both her technical background and her desire to work closely with people. She also knew that her ideal role needed to provide her with the opportunity to excel.

Catinca: If you only do something because it's a good job, it's a safe job, you will probably be good at it, but it's way more difficult to become great at it. And that's the aspiration that I had – to be great.

Through networking and guidance from her brother, Catinca discovered the product manager role. However, breaking into the field proved challenging, as opportunities in product management were rare in Romania at the time.

Erika: What is the essence of a product manager and what are the challenges the role brings?

Catinca: I think a lot of the things that a product manager does come back to influence.

In the world of product management, influence is the name of the game. According to Catinca, it's about bringing teams together behind a shared vision, even without the formal authority to do so. She said, “there’s a well-known quote that product management is like leadership without authority”. But how do you achieve this? Well, it all comes down to trust, persuasion, and empathy.

Catinca: You have to convince a lot of people that you're actually doing the right thing. So that's what I mean by ‘influencing’. And the most important thing, I think, is to be open and kind. You have to be very aware of the fact that you're not going to have all the right answers.

Building strong, open, and friendly relationships is key. Everyone's input matters, regardless of their background or expertise. By listening to everyone’s voices and working closely with engineers and team members, product managers can steer their teams towards success with confidence and positivity.

Catinca: You have to make sure that you work collaboratively with everybody. There's no person in a company or, honestly, external to the company that cannot give you some kind of valuable insight as a product manager.

What I do, for example, is work one-on-one with all of my engineers. I don't only work with my engineering manager. I want to build a relationship with everyone. I want them to trust me and know that if they have any questions, they can come to me. If they think I'm doing a stupid thing, they need to be able to tell me without needing to go through the engineering manager.

Erika: What are the differences in responsibility between a product manager and a product owner?

Catinca: This is a big one, and if you want to throw a third one in the mix, there's also the project manager. A lot of the time people assume all of them are kind of the same thing with a different name. But when done right, they are three quite different roles.

The product owner role originated within Agile methodologies like Scrum as a role to guide product development from a tactical perspective. Project managers specialise in process management and execution, ensuring projects are completed within defined timelines and parameters. Product managers encompass a broader spectrum of responsibilities, including strategic planning and product innovation aligned with organisational goals.

Erika: What advice would you give someone contemplating a career as a product manager?

Catinca: You need to be able to get through the doors of a company that has a concept of product management, because not all tech firms do. And once you get into that space, it might be easier to shift laterally from another position to a product management one rather than actually getting hired for a product management position.

Persistence is key. Despite the limited availability of entry-level positions, aspiring product managers should keep searching for opportunities. Starting as a product owner can be a stepping stone.

Catinca: You're going to get questions like, what's your favourite product? What would you change about it? How would you change it? This is something that anybody can answer. You don't have to be a product manager to do that, right? That's the beauty of it. You have to learn how to easily put yourself in your customer's shoes.

Preparation for product management interviews differs from traditional tech interviews because they focus more on storytelling and customer-centric thinking. Being able to express passion for the role and understand customer needs is crucial. By empathising with users and envisioning solutions, candidates can show their suitability for the role. Embracing this customer-centric mindset will be crucial for making the most of the growing number of opportunities in product management.

Carbon is the go-to staffing specialist for Eastern European and North African technical talent. Trusted by the biggest names in technology and venture capital, Carbon’s hyperlocal expertise makes entering new talent markets for value-seeking global companies possible.

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