Being a product manager in an enterprise context is different. Every feature you prioritize is a capital allocation decision. Choosing to build one thing means not building five others. Engineering time, design capacity, QA resources, and operational support are all finite capital you're investing.

You're learning to think like an investor: expected return, opportunity cost, risk-adjusted outcomes. Build the mobile app redesign or fix the checkout bugs? Both are valuable, but one might generate 10x more customer value per engineering hour. This capital allocation thinking is how executives evaluate your judgment.

The best enterprise PMs I know treat their roadmap like a portfolio. They explicitly articulate why this investment beats the alternatives—and that discipline is how they create outsized impact with fixed resources.