For the longest time, I’ve been passionate about working as a product manager. Once I got my first taste of it at Adobe, I couldn’t get enough. And yet, whenever I would talk to people in social circles, I had the hardest time describing my role without confusing or boring them. One of the ways I would describe my work was that of a mini-CEO, responsible not for the success of the entire company but rather just one or a few products within the company. While that metaphor helped, it was still woefully inadequate. While I held similar responsibilities for the success of my small portion of the business, I lacked the authority and budgets that CEOs have to work with.