{
  "answer": "I've led teams of 5-12 across multiple roles.  It's something I can do and enjoy, but managing people or climbing levels is not my primary motivation.\n\nI'm motivated by creating impact, and sometimes that means being a people manager. Other times it works best through informal leadership or hands-on building.\n\nI've found that informal leadership - built on trust, mutual respect, and objective reasoning - can actually be more impactful in certain contexts. You stay closer to the product and the customer, you can bridge silos more easily, and you avoid getting pulled into organisational politics. My role at Novo was a good example - senior IC working across silos on high-impact projects. \n\nThat said, I'm not opposed to management. It depends on the role and where I can drive the most impact.",
  "section": "TQ.MGMT",
  "source": "Tom's own account",
  "tier": "self-reported",
  "strength": null,
  "year": null,
  "direct_answers": null,
  "references": null,
  "follow_ups": [
    "what is your management experience",
    "what are you like to work with",
    "have you built teams from scratch"
  ],
  "score": 0.9,
  "matches": [
    {
      "section": "TQ.MGMT",
      "answer": "I've led teams of 5-12 across multiple roles.  It's something I can do and enjoy, but managing people or climbing levels is not my primary motivation.\n\nI'm motivated by creating impact, and sometimes that means being a people manager. Other times it works best through informal leadership or hands-on building.\n\nI've found that informal leadership - built on trust, mutual respect, and objective reasoning - can actually be more impactful in certain contexts. You stay closer to the product and the customer, you can bridge silos more easily, and you avoid getting pulled into organisational politics. My role at Novo was a good example - senior IC working across silos on high-impact projects. \n\nThat said, I'm not opposed to management. It depends on the role and where I can drive the most impact.",
      "source": "Tom's own account",
      "tier": "self-reported",
      "year": null,
      "strength": null,
      "score": 0.9,
      "direct_answers": null,
      "references": null
    },
    {
      "section": "THEME.MGMT",
      "answer": "I've led teams of 5-15 across multiple roles:\n\n- LEO Diagnosis App: 12-person ML/CV team \n- Host Europe: Created New Media department, 5-6 direct reports \n- EuroDNS: 4 direct reports, remote/hybrid setup \n- LEO TREAT: Inherited 15-person team in turnaround situation \n\nManaging people is something I can do and enjoy, but it's not my primary motivation. I'm motivated by creating impact - sometimes that means being a people manager, other times it works best through informal leadership or hands-on building.",
      "source": "Tom's own account",
      "tier": "self-reported",
      "year": null,
      "strength": null,
      "score": 0.76,
      "direct_answers": [
        "Novo Nordisk, Head of Patient Products: led 6 experienced PMs building consumer engagement products, for a period, before moving into the pill team where the need was greatest, management by outcomes; overcame resistance to establish weekly demos and experiment sharing, broke product silos and encouraged learning loops. Hiring: hired and managed the New Media team at Host Europe, 5-6 direct reports; rebuilt the US marketing department before recruiting a US-based successor; built the marketing team from scratch at Opbeat. Direct reports by role: Novo 6 PMs; Wegovycare team of 10; Diagnosis App 12; TREAT 15 inherited; TwentyThree 10-12; EuroDNS 4; Host Europe 5-6.",
        "Product teams owned: eight across five companies, LEO 3, Novo 1 plus six PMs led, UK2 2, Host Europe 1, EuroDNS 1; five of the eight were domains, hosting or client software."
      ],
      "references": null
    }
  ],
  "facts": null,
  "withheld": 0,
  "human_version": "https://takenbyninjas.com/projects/tombot/"
}