The most sophisticated Salesforce teams get this important detail right.

They understand the importance of removing friction between Business and Technology teams.

Often, this is easier said than done. The business is operating on a month-to-month (or Quarter-to-Quarter) basis, often encountering urgent needs along the way, while Technology teams are planning a product roadmap with a multi-year, long-term view.

It's absolutely essential to bridge this gap and the structure of your Salesforce team makes all the difference.

In this regard, high-performing Salesforce teams must understand the difference between:

• Product Managers
• Program Managers
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The Purpose of Each Role

Product Managers focus on the product vision, strategy, and features.

• Define the long-term product roadmap
• Ensure new feature development meets user needs
• Spearhead the end-to-end design & development process
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Program Managers focus on managing cross-functional projects or initiatives.

• Act as the primary liaison and coordinator across projects
• Ensure projects align with broader organizational goals
• Manage timelines, bridging business needs w/ roadmap planning
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Primary Collaborators for Each

Product Managers

• Salesforce Architects, Developers, Business Analysts, and Administrators

Program Managers

• Stakeholders and Product Managers
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How it Looks in Action

Let's take a simple look at the mechanics involved in a Salesforce CPQ implementation to highlight the role of a Product Manager vs. Program Manager throughout the lifecycle of the initiative.

Product Manager

• Define the vision and strategy of Salesforce CPQ
• Engage with Sales, Finance, and other users to gather requirements
• Design the features and functionality to build
• Collaborate with Developers to translate technical requirements
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Program Manager

• Oversees peripheral work related to the Salesforce CPQ project:Data migration, ERP integration, user training & change management etc.
• Manage overall timeline & budget across all initiatives
• Liaise with stakeholders on status updates, challenges, and changes
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Any high-performing Salesforce team will have these functions clearly defined. They will understand the necessary background and skill sets that go into each - Product Managers typically leaning more toward a Technical background and Program Managers more frequently coming from a Business Operations or Sales Operations background.

And they have a proactive framework for how each function gets embedded within the respective teams across the organization.

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Salesforce Team at Uber

Check out the full structure of Uber's Salesforce Team.

In total, this group is 62+ people and includes 11 Salesforce Program Managers and 6 Salesforce Product Managers.

Beyond the efficiency and effectiveness gains in the actual delivery of projects, this model allows Uber to run a relatively lean management structure. Typically, the Program and Product Manager function will be high-level, individual contributors - they are capable of taking an enormous burden off other ICs on the team, who can now focus squarely on their day-to-day productivity and execution.