That was the questions from a candidate.

It’s further from the core products and banking end-users.
Hence, it is less rewarding, she assumed.

Well, I see this differently.

I have a super simple model – a small team with direct access to their customers (engineers of the org in my case) equipped to get things done efficiently.

That is why working on internal products in a big corp could be so rewarding:

✅ No complicated processes
✅ No endless hierarchies
✅ Passionate people working closely to make a difference for their peers
✅ The customer is just a couple of desks away, not hidden behind forms, roles, committees and departments

This proximity means we can get real-time feedback and understand their needs firsthand. When engineers can simply walk over and chat with their users, it transforms how we build our products and services.

✅ Mix this up with being an enabler for others – 🤌🏼

Every time I see an “enterprise-ish” Product Manager who doesn’t have this luxury, it makes me sad.

They often rely on third-party data or intermediaries to grasp customer needs. This distance can lead to a disconnect, slowing development and creating solutions that simply miss the mark. It's heartbreaking to see. 💔

The key to achieving value and speed in product development is direct interaction—not just for PMs but also for engineers. When engineers are involved in customer discovery, they gain firsthand insight into user challenges and the domain. This direct engagement fosters a sense of ownership and urgency, leading to faster and more valuable solutions.

If engineers are removed from the process, you quickly find yourself re-starting rounds of constant refactoring, transformation, resetting, planning "go-lives", you name it, sending the work through a long chain of coordinators and putting more pressure on engineering.

Everyone will be "productive": us, developers, analysts, marketers, delivery.

Is this the type of productivity we really need, though?
Probably not.

I’m fortunate to be in a position where I can bring my engineers into the discovery process just by turning up to work. This close collaboration ensures the teams align with the customer’s needs from the start. Engineers who understand the “why” behind their tasks are more motivated and effective in delivering high-quality products.

After all, code reflects an understanding of the business, customers, and domain. It is a byproduct, not an end goal.

Separating from the market is expensive and counterproductive

By simplifying our processes, we can enhance both the quality and speed of work, delivering greater value to the people and making our jobs more fulfilling and impactful.