Being a product manager in an enterprise context is different. You can't just build features - you must influence without authority, build consensus across stakeholders who don't report to you, and navigate constraints you didn't create.

This develops relationship superpowers that startup founders often skip. You're learning to lead when you have no formal control - through relationships, data, credibility, and strategic coalition building. These skills matter long-term.

The best enterprise PMs I know become masters of influence. They ship products by building trust networks, not org chart authority - and that leadership skill transfers to any future role.