30-60-90 For TPMs

2025.01: A guide to ramp-up into a new role for those making a change with the new year.

Summary: Starting a new TPM role, whether at a big tech company or a startup, requires a strategic ramp-up.

• In big tech, spend the first month mapping out the company, people, and processes, then dive into the roadmap and low-priority tasks by month two. By month three, lead larger projects, and by month four, aim to be fully integrated.

• In startups, the timeline is compressed: ramp-up in weeks, not months, by quickly understanding the company and contributing immediately. Whether big tech or startup, prioritize relationship-building, proactive contribution, and continuous learning to ensure success in your new role.

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As we step into a new year, many of us are embarking on fresh starts—whether it’s starting a new role, transitioning to a new company, or both. If you're a Technical Program Manager (TPM), this transition comes with a set of challenges and opportunities. It's crucial to have a well-defined ramp-up strategy to hit the ground running. Whether you’re joining a big tech company or a dynamic startup, having a plan for how you integrate into the team and culture can make all the difference.

In this post, I'll share my ramp-up strategy for whenever I took on a new TPM role, tailored for both big tech companies and startups. Whether you're in the early stages of your role or preparing for your next move, this framework can help you chart a path toward success.

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The Big Tech Ramp-Up: A Four-Month Strategy

Month 1: Map Out the Company, People, and Processes

The first month is all about observation. When you start in a new role at a big tech company, it’s easy to feel overwhelmed by the complexity of the organization. During this phase, your primary objective is to understand the structure, culture, and flow of work.

• Company and People: Familiarize yourself with the company’s mission, values, and internal processes. Start identifying key players within the organization and observe how people interact. Pay attention to the formal and informal power structures—who makes decisions, who influences those decisions, and who is your go-to for insights.

• Processes: Understand the terminology and processes used in the organization. Every company has its own lingo, and you’ll need to learn it quickly to communicate effectively. Take note of the meetings, tools, and workflows you'll be expected to engage with. What’s the cadence of key meetings, and which ones are critical for your role? Be a sponge. Ask questions, observe, and begin creating a list of things you want to dive deeper into as you progress.

• People to Meet: Make a list of critical people to schedule 1:1 meetings with. Don’t just go through the motions; actively listen to their perspectives on the company, your role, and the projects at hand. These relationships are essential for navigating your ramp-up successfully.

Month 2: Dive into the Roadmap and Commitments

By your second month, it’s time to get your hands dirty. This is when you start building deeper knowledge of the technical landscape and the projects your team is working on.

• Roadmap Familiarity: Become an expert in the team’s roadmap and the commitments coming up. Understand the deadlines, milestones, and dependencies that will shape the team's work over the coming months. This is essential for knowing where you can add the most value.

• Low-Urgency Tasks: Start participating in low-priority or less urgent projects. These tasks will give you a feel for the team's dynamics, processes, and tools. Even though they may not be high-stakes, they offer a good opportunity to practice your technical program management skills without the pressure.

• Further Deep-Dive into "Why": Continue to clarify the reasons behind key processes, decisions, and strategies. Why are things done this way? What historical or cultural factors influence decision-making? Understanding the “why” will help you make informed decisions and contribute meaningfully as you grow into your role.

Month 3: Take on Leadership and Larger Tasks

As you enter your third month, it's time to step up your involvement. You’re no longer an observer, but a driver of key initiatives.

• Lead Tasks: Begin leading larger projects and actively participate in the work. This might involve leading cross-functional teams, managing stakeholders, and ensuring that the projects you’re overseeing are on track. Don’t shy away from high-priority tasks, but focus on medium-priority projects where you can balance complexity and impact.

• Continued 1:1s and Relationship Building: At this stage, your 1:1 meetings with key people should shift towards becoming more strategic. You should have a solid understanding of the key players in the company and how they interact. Build relationships with stakeholders who will be critical to your success in the months to come.

Month 4: Fully Integrated Team Member

By the end of your first four months, you should be a fully integrated team member. You will have developed a comprehensive understanding of the company's culture, processes, and technical landscape. You should be able to manage projects with minimal oversight, build and maintain strong relationships, and contribute strategically to the team’s success.

• If You’re Not There Yet: If you still feel lost or disconnected, it’s a sign that you missed something during the earlier stages of your ramp-up. Revisit your observations, ask for feedback, and refine your understanding. It’s essential to address any gaps early before they impact your performance.

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The Startup Ramp-Up: A Compressed Timeline

In contrast to big tech companies, startups require an expedited ramp-up process. If you’re stepping into a TPM role at a startup, expect to ramp up in weeks—if not days.

Week 1: Dive In Headfirst

At a startup, you need to hit the ground running from day one. The company likely has fewer resources, so your role might encompass a wider range of responsibilities. You’ll need to quickly absorb information, identify key players, and prioritize what needs to be done right away.

• Understand the Company and Culture Quickly: In a startup, there’s less time for long observation periods. You’ll need to quickly understand the core values and processes that drive the company forward. Talk to founders and senior leadership to get clarity on the company’s mission and vision.

• Begin Contributing: Don’t wait to be told what to do. Start contributing immediately by taking ownership of smaller tasks, especially ones that align with your expertise.

Weeks 2-4: Take on Larger Responsibilities

As you move into your second week, start taking on more significant tasks. In startups, the timeline for impact is much shorter. You’ll likely be leading projects, defining processes, and driving alignment across teams—sometimes with little to no oversight. Adapt quickly and be proactive in identifying where you can make the biggest impact.

Ongoing: Stay Agile and Adaptable

In a startup, priorities can shift quickly, and your ability to adapt will be crucial. You’ll need to balance your technical program management expertise with a high level of flexibility to meet the company’s evolving needs. Keep your finger on the pulse of both the day-to-day operations and the long-term strategic goals.

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Final Words

Whether you’re joining a large corporation or a fast-paced startup, a clear ramp-up strategy is essential for success. By taking the time to learn, build relationships, and contribute meaningfully from the beginning, you’ll position yourself to thrive in your new TPM role. Stay proactive, ask the right questions, and keep iterating on your approach as you gain more insights into the company’s culture and priorities.

This year, if you're starting a new role or navigating a career shift, consider implementing these strategies to make your transition as smooth and impactful as possible.

Here's to a successful new year and a fulfilling new role!

Until next time!

-Aadil