Need advice

@GlassIdiot33

Just working on the exciting part always doesn't make you a good employee/product manager. You own the product and hence, ideally you should be doing it as well (although not full time).

Handling the sales and lead generation will also help you in understanding how the potential end users perceive your product. At the end of the day, that's what matters and not how you perceive it.

Following up for renewal is not customer success. Having a proper customer success experience will benefit you in understanding how the users use your product.

On that note, while you're being required to followup for renewals, make use of the opportunity to understand why they're not doing it (which means it's a negative thing for you as a product manager).

At end of the day, you own the product and why can't you do the things that will make it good? Instead of crying, own it and do it, and further improve the product. This experience will definitely set you apart as a product manager.

Depends:

1. If you're well off and would be okay with not relying on getting a paycheck, then you can definitely start your company. Context to this is, since the job market is down and layoffs are happening across startups and corporates, finding a new job is difficult, let alone salary negotiations which will be a huge uphill battle.
2. If you have an offer letter in hand for a different company, you can work alongside building on your idea. When the idea takes off, you can leave your job and build your startup.
3. In any other case, I'd recommend not leaving your current job. At least you'd be getting a steady paycheck during this downtime. I'd also suggest that you build on your idea alongside the job.

Hope this helps!

Launching a product is only 20% of the stuff. To take it through the product lifecycle, taking time to collect more perspectives, on ground research etc can be super leveraged over each quarterly/annual updates.

As a junior PM with execution as the main KRA to learn, I get your concern. You will keep getting the core product execution stuff to work, spread over the years, but the critical and hard to get skills like building a product sense, understanding evey need at a 10000ft level of org view, building a longer thesis etc - these get built with the more you observe, learn, understand other functions in the org and so. These later skills is what's gonna differentiatae you at higher role levels.

Also as one other comment here said - getting a shot at owning the PnL, like a GM can be a thing which sets you apart down the years.

Use the down time to do market and competitor research, show intiative and energy to your heads and eventually you will reap some benefits.

This is an interesting conversation and has given me some perspective as well. I have 2 years of pure PM experience, my previous 7 year experience was primarily program manager. But after working at one of the good companies for 1 year as B2C PM has spoiled my mindset. Now, I am working in a B2B start up which is totally different ball game, I totally question my contribution to organisation and my learning curve.
But the above discussion helps understand that building products is only part of it but managing stakeholders with changing priority internal and external is totally different ball game.
PM in a start up is very wage role understood very differently by everyone, only thing that remains common is that if nobody is willing to pick up any task, it will fall to product. In these cases usually it all depends on your head of product.

So apparently company wants you to take some p&l ownership and make some money for them. Era of “growth over everything else is gone”,profitability is the buzz word.