Being a product manager in an enterprise context is different. Limited engineering resources feel restrictive, but the reality is using constraints as forcing functions - building smaller, more focused solutions that actually ship.

When you can only build three features instead of ten, you're forced to choose the ones that matter most. When your team is small, every decision gets scrutinized. What feels like limitation becomes built-in scope discipline.

The best enterprise PMs I know don't complain about resource constraints - they leverage them. They use limited capacity to kill feature creep, force hard prioritization decisions, and ship focused products that solve real problems instead of everything for everyone.