Tongue in cheek question, but most likely at the dir level you have a product or business line that’s meaty enough there’s multiple feature or platform capabilities being managed across Eng teams/PM/design leads but a VP isnt gonna do it so you toss a rising PM or GPM on it & they get to focus on one product area but have a couple of PMs on the team.
The biggest functional gap I see between directors and VPs and directors still are very internally facing and aren’t as handy at managing execs, GTM teams, or external market presence.
We would generally have less of them if
- the corporate promotion humiliation ritual didn’t exist
- VPs would get over their ego and manage ICs
- engineers would just decide (and be accountable) for what to build
- EPD teams weren’t full of undersocialized people afraid to talk to execs or customers or sales people
The biggest functional gap I see between directors and VPs and directors still are very internally facing and aren’t as handy at managing execs, GTM teams, or external market presence.
We would generally have less of them if
- the corporate promotion humiliation ritual didn’t exist
- VPs would get over their ego and manage ICs
- engineers would just decide (and be accountable) for what to build
- EPD teams weren’t full of undersocialized people afraid to talk to execs or customers or sales people
https://x.com/clairevo/status/1993724275187167510
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