Yesterday was my 4 year anniversary of starting at Microsoft. I can’t believe how quickly the years have gone by (I’m one year from getting my first tenure crystal at year 5!); it’s not infrequently that I feel I’m a fresh-out-of-university new hire or forget that I’m officially in the latter half of my twenties. But, occasionally, I get a chance to interact with the new hires or interns that are streaming through campus at this time of year, and I realize, despite the barely detectable growth, day after day, 4 years of it has resulted in a level of maturity and experience that is starkly different from where I was, immediately after university. Of course, there’s a humbling, infinite amount left to learn, as I look around myself.
The average tenure with a single employer is somewhere around 4.6 years (and 3.2 years, for those between 25-34 years of age). While my 4 years have all been spent at Microsoft, the type of work I’ve had the opportunity to experience over those years has spanned a huge range. All this was possible under the Program Management umbrella. In briefly reviewing my posting history, here, I noticed I haven’t really written about what it is I’ve done. A lot of it has to do with the fact that we typically work on confidential projects, but part of it is also that writing things down in the moment may be personally sensitive. With several years to look back on, here’s a brief summary of my time.
It all started with Office SharePoint. I was a feature Program Manager, working with a couple developers on multi-tenant SharePoint Online administration features. It was a far cry from what I’d originally wished for (UI design). SharePoint was the natural progression from my co-op, in the InfoPath team, which upon my return from graduating, had been folded into the SharePoint organization. And, I (think I) only found myself on the InfoPath team in the first place, because when asked to talk about a Microsoft user experience, I brought up the Ribbon. InfoPath hadn’t had the Ribbon menu facelift at the time, so I tell myself the recruiters were a bit too literal, when placing me. My attempts to get an after-graduation placement into the Windows Phone team was rebuffed by both my team management as well as my recruiter. I certainly understand the aura of safety and known-quantity in staying with the same team, but isn’t the point of a co-op/internship to discover what you want (and don’t want) to do?
It also didn’t help that in my last semester at university, I realized my passion was more for hardware (or at least low-level software) than anything else. So, it was with great fortunes that my co-op interviewer was suddenly the group manager for the Windows Ecosystem team, responsible for working with our key hardware partners. So, in mid-2011, I became a partner Program Manager in Windows, working with Texas Instruments on some of the first Windows on ARM (WoA) hardware projects. I had an opportunity to work on both the hardware bring up of development systems, as well as directly with Toshiba on two hardware designs (they were slick). Unfortunately, those projects weren’t meant to be, and we concluded the OMAP work and the 2012 Windows 8/RT launch with nary a piece of released hardware.
Texas Instruments exited the majority of the consumer AP business, towards the end of 2012. With the post-Windows 8 reorg, I was given the opportunity to work with Intel, and particularly on their new breed of low-power SoC platforms: Haswell and Bay Trail-T. This assignment was the hockey-stick growth point of my nascent career. With the mentorship of my management chain and exposure to an amazing amount of corporate strategy and personnel at both Microsoft and Intel (the intersection of Microsoft and Intel is an incredibly exciting place, even today :)), I was forced to grow rapidly in technical and business acumen. Frankly, at my junior level, it was an incredible, fortunate opportunity, one which I’m grateful my team had enough faith to give me. It’s also incredibly exciting to look back after only 1.5 years of that, to see direct and indirect impacts to the ecosystem: the popular Dell Venue Pro 8 and ASUS T100 (Bay Trail-T) tablets and 2-in-1s, Windows with Bing-based products, Connected Standby Surface Pro 3 (Haswell), and just reaching the market, Bay Trail-CR Windows systems, at much more competitive price points (Toshiba Encore 2).
After 2.5 years in the Windows Ecosystem team, I began to long for direct product work, with a deeper engineering focus. Throughout my time on these SoC projects, I worked with a number of excellent teams, so started poking around for opportunities, after the Windows 8.1 wave concluded. One in particular, the Windows kernel team, rose to the top of my list. As it happened, by the time the post-launch reorgs closed, the PM lead I’d been in contact with had moved to a new team, a new team with PM openings. In that new team, I would be able to build on both my technical experience in working on low-power systems, but in a product-focused role, and my leadership and relationship skills, with internal and external organizations. With much secrecy around the project itself (I signed on without really knowing what I’d be working on), I decided to join the team, because I trusted my new group manager and I could tell by the caliber of folks, already on the team and about to join, that it was something special.
And 5 months into the new role and 4 years at the company, I look back at the projects I’ve had a chance to be a part of and the opportunities I was given, and I don’t know how events could have transpired any better to give me the breadth and depth that I have today. Plus, 4 years is a mere blink of an eye in the overall epic of one’s career and life. Certainly, a high bar has been set for the rest of it.