Medical Devices Industry: PM valued for Management or Technical skills

Thanks a lot for your feedback Edward, I'll most certainly look to read your recommendation.

I fully see how the exposure factor counts with such a high level of influence. In our case (as project managers) though, I would rather say exposure accounts probably even more than 60%. That is, performance is a given, without it there is no way forward in any case. Exposure drives image, you can't have one without the other.

In organizations were the role of the Project Manager is not perceived as a managerial role but a technical role, we further need to fight a bias which other functions would not, therefore exposure becomes likely the total determining factor.

That said, this is something you still can influence within your organization. Would you have any suggestion as to how filter out organizations with a deeper knowledge into the role of a project manager and appreciation for the managerial side of the role?

To be more specific. I see you work at a pharma organization now while you mentioned that you had experience in medical devices. Your transition from one industry to the other should have come from your managerial background more than your technical one I would presume. How did you approach it.

In my case I made the switch from the nutritional into the medical device industry following an opportunity which presented itself, but I can't hardly claim I had planned that switch. Also since I was lucky enough to end up in the hands of a great supervisor who precisely was looking for individuals with strong managerial skills, and not so concerned about technical aspects.

Say I'd be interested to find a role within a pharmaceutical organization without experience managing pharma projects. How would you search for an organization/supervisor with a managerial focus? Networking of course is a must, would there be anything else you think would point you to such type of organization?

I understand is probably not a straightforward question to answer, any advice would be welcome.

Thanks again for your inputs so far.

Sergio, would you say that the transition from what you call tactical (PM) to strategic (BA) could be done without the sponsorhsip of someone in the strategic level team? How was it in your case?

Sergio, thanks for your comment. Indeed that is the line of advice I was looking. I understand you see formal education in combination to participation in projects closer to the area you are looking to move into as means to get advancement. Makes total sense.

Yes, you right. In my personal case, and just my personal case but something I have the opportunity to express, show and teach in places like Universities if the context allow it, I think there are two type of "entities" (because the same for persons and organizations): reactive and proactive. I firmly believe I have to behave like a proactive "entity". It does mean go for the opportunity and create the opportunity. Obviously I have to be prepare for taking it or for creating it. That´s my case in everything I do.

You are welcome. Yes, it is what I did and worked for me but because I am a researcher in some fields from long time ago (just because is my passion due to I earned a Ph.D when I was young) is what I see is working for others. My point is: if you have an objective make a plan and go for the objective. In the middle you know that some things will work and some other things not. Just an example: sometimes I resigned an excellent position (including money) to start working into other where I know I will get knowledge and expertise which will add value to get my objective. Obviously, as the wisdom said, "I am myself and my circumstance" so the circumstance could not allow to do that.

Sergio, thanks for your input. Creating and pursuing the opportunity brings along an increase of visibility and exposure to colleagues and individuals higher up in the organizational structure. which could facilitate a promotion, a lateral move, or both.

I am happy to learn that the MBA had a positive effect on your career. As a matter of fact, I am starting an MBA focused on the Pharmaceutical industry, where I intend to develop the remaining of my professional career. I am planning to carry out the field work included in the MBA at my current employer, thereby aiming for a win-win situation.

Finally, I'd like to share the following view on professional growth and age group according to some business schools.

25-35: Establishment stage. Forming a dream.
35-55: Maintenance stage.Frustration when realization that reality does not measure up to dreams. Mid life crises is a myth, but this is the last chance to be oneself.

"To get promoted is not enough just to check the boxes and meet expectations. You need to make a contribution that moves the needle for the company. Something that is visible and meaningfully core to what drives the value". Quote from top executive.