Manoj Balraj is the cofounder and president of Experion Technologies.
Product and engineering teams bring different, but equally critical, perspectives to the table. Product teams are typically wired to think big-picture and customer-first. Engineering teams, by contrast, are grounded in precision, feasibility and analytical problem-solving. Both mindsets are valuable—but only if they’re aligned.
Too often, I see these teams operating in isolation. And when that happens, the business suffers.
Disconnected Teams, Disconnected Outcomes
When product and engineering fail to collaborate closely, even the best intentions can lead to missed targets. In extreme cases, it can erode customer trust and ultimately result in lost revenue for the company.
Consider a corporate communications software provider aiming to address customer complaints. If the product team does not communicate clearly and comprehensively with engineering, critical issues are likely to be overlooked. For instance, engineering ships an update, but the underlying customer pain points remain unresolved. Over time, customers start looking elsewhere because, from their perspective, the company simply is not listening.
Collaboration Thrives Where Bureaucracy Doesn’t
When it comes to collaboration, I’ve noticed that emerging digital companies often have a significant advantage: tightly knit teams with natural collaboration built into their culture. In these smaller, more agile organizations, there tend to be fewer barriers between departments. For the most part, product, design and engineering teams work side by side, sharing knowledge in real time. Without the weight of heavy bureaucracy or the inefficiencies that come from sprawling teams across multiple locations, collaboration happens organically. Engineers should evolve into product thinkers, bridging the gap between technical execution and business strategy. In smaller digital shops, this convergence usually drives a high level of collaboration, because these teams inherently understand not just how to build, but what the business needs to succeed.
By contrast, larger legacy firms often face challenges. Why? Siloed structures, slower decision-making and fragmented communication can impact both quality and speed.
However, regardless of company size, I believe that leaders should look for collaboration potential early in the hiring process. They should prioritize candidates on both the product and engineering sides who demonstrate an ability to align with the company’s mission and who have real examples of cross-team collaboration in their past roles. In my experience, bringing in product managers with engineering backgrounds can also be a huge asset, as they can help both sides communicate more effectively and work toward a shared vision.
Actionable Steps Product Managers Can Take To Support Engineering
While leadership plays a crucial role in setting the tone for collaboration, it’s equally important for product managers to take initiative in supporting their engineering colleagues. Strong partnerships are built from the ground up.
If you’re a product manager, one of the most important things you can do is clearly communicate the customer and business problems you’re aiming to solve. Giving engineering teams a full understanding of the “why” behind a project lays the groundwork for developing the right solutions.
It’s also essential to work closely with engineering when defining your product roadmap and setting goals. Too often, product teams set expectations and timelines without fully understanding the technical realities engineers face, which can lead to friction and missed targets. Instead, involve engineering early. Walk them through the reasoning behind key initiatives and timelines. For example, rather than simply stating, “We need to build a real-time notification system by the end of the year,” you might say, “60% of our customers have asked for real-time notifications, and it’s now a top priority for us. Would delivering this by year-end be achievable for your team?” In my experience, when people understand the purpose behind a request, they are far more motivated to find solutions.
At smaller digital organizations, collaboration between product and engineering teams often goes beyond building what is asked—it extends to shaping what should be built. A great example of this is “fake door testing”: a technique where teams create a lightweight version of a feature or product idea to gauge real customer interest before investing heavily in development. Here, product managers and engineers work hand in hand, not just to validate technical feasibility, but to co-create the narrative that convinces customers—and sometimes even internal stakeholders—of the right path forward. This kind of proactive, joint experimentation is far easier to achieve in nimble environments where engineers aren’t siloed from product strategy, and instead are active participants in driving it. The results are smarter product decisions, faster iterations and solutions that are aligned with both user needs and business goals.
Of course, projects rarely progress in a perfectly straight line. Changes are inevitable. When adjustments are needed, it’s essential that product teams take ownership, communicate changes transparently and keep engineering updated every step of the way. That transparency ensures that everyone stays aligned, even when the roadmap evolves.
Finally, product managers should make themselves available as true partners throughout the development process. Answer questions promptly, offer additional context when needed and help facilitate feedback loops with customers when it can add clarity. A collaborative, open line of communication helps engineering move faster and more confidently.
Ultimately, product and engineering teams should work together as true partners, rather than as separate entities. When leaders and individual team members prioritize that partnership, companies are better positioned to build digital products that truly meet customer needs and drive long-term success.
Forbes Business Council is the foremost growth and networking organization for business owners and leaders. Do I qualify?
Read the full article here
