The Product Manager Reality: You Are a Jira Janitor

Key Takeaways

• This piece focuses on product management realities in India, not outlier narratives.
• Compensation numbers should be interpreted with role scope, market cycle, and switching friction.
• Use decision frameworks and evidence checks before acting on title or salary headlines.

On This Page

• The Expectation
• The Reality
• Salary and Growth Reality
• Where Most People Get Stuck
• Who Should Avoid This Path
• Decision Framework
• Originality Lens
• Final Verdict

The Expectation

You expect to spend your days whiteboarding, looking at analytics charts, and giving inspiring speeches to developers.

You expect Engineers to report to you (or at least listen to you).

You expect Designers to execute your vision perfectly.

You expect the CEO to ask for your opinion on the "Next Big Thing".

You think your job is to tell people what to do.

The Reality

What Product Management Actually Looks Like:

The Jira Janitor Reality:

60-70% of a junior/mid PM's time goes to:

• Writing and grooming tickets
• Attending sprint ceremonies
• Answering developer questions
• Updating stakeholders in meetings
• Chasing down blockers
• Making slide decks

The strategic product work you imagined? That's 10-20% of the job, if your company is mature enough for it.

Case Study - The Strategy Dreamer:

Kavita, 29, Product Manager at B2B SaaS:

• Before: "PMs are the CEOs of their product"
• Reality: "I'm the secretary of my product"
• Strategy sessions per month: 1-2 meetings
• Jira tickets written per week: 15-20
• Stakeholder meetings per week: 12+
• Actual decision authority: "I recommend. Founders decide."

Related context: Salary Reality Check, CTC Decoder, more in Product Management.

Salary and Growth Reality

Cross-check your take-home with the CTC Decoder and compare ranges in Salary Reality.

Where Most People Get Stuck

Where PMs Get Stuck:

The Execution Loop:

You're so busy managing sprints that you never develop strategic skills. When senior PM roles require strategy, you have only execution experience.

The Authority Vacuum:

You're responsible for product outcomes but can't control engineering resources, design decisions, or leadership priorities. You're accountable without authority.

Breaking Out of PM Limbo:

1. Find PM-Mature Companies: Some orgs genuinely empower PMs. Target them specifically.
2. Build Data/Technical Skills: SQL, analytics, technical understanding. Differentiate from "business" PMs.
3. Drive Visible Initiative: Own something outside sprint work—customer research, new feature proposal. Show strategy capability.
4. Consider PMM or Growth: Adjacent roles with different day-to-day if pure PM disappoints.
5. Target B2C Products: Generally more user-focused, less sales-driven than B2B PM.

If this matches your current situation, run the Resignation Risk Analyzer before making your next move.

Who Should Avoid This Path

Product Management Is Wrong For You If:

• You want to be "the decider": Real authority is rare until senior levels
• You hate meetings: 40-60% of PM time is meetings
• You want clear ownership: PMs own outcomes but not resources
• You dislike ambiguity: PM work is constantly uncertain
• You want technical deep work: PM is breadth, not depth

The PM Career Path Reality:

The "CEO of the product" work happens at Director+ level. Before that, you're a very well-paid Jira manager with some user insight.

Decision Framework

Use this quick framework before changing role, company, or specialization.

• If your output is execution-only for multiple quarters, prioritize exposure to discovery and strategy work.
• If portfolio quality is improving but compensation is frozen, reprice in market every 12 months.
• If expectations are senior-level but authority is junior-level, document scope mismatch and renegotiate.

Common Mistakes Checklist

• Treating outlier salaries as planning baselines.
• Using title changes as a substitute for capability changes.
• Delaying market benchmarking until after compensation stagnates.
• Confusing feature shipping speed with product impact.

Real Scenario Snapshot

A product manager ships high ticket volume but weak business outcomes. Career growth stalls until metric ownership is documented and tied to decision quality.

Originality Lens

Contrarian thesis: Feature velocity without metric ownership weakens long-term career leverage.

Non-obvious signal: PM profiles with high ticket closure and low business impact evidence plateau fastest.

Evidence By Section