Talking about tech debt is so unspecific and confusing that maybe it’s better not to use the term at all and instead talk about it in these terms (specific goals, business outcomes, incremental delivery).
https://leaddev.com/legacy-technical-debt-migrations/building-realistic-roadmaps-tech-debt-cleanup
A useful perspective on the leadership career path and what skills you need to keep leveling up.
https://theskip.substack.com/p/three-crucial-skills-that-leaders
but I like working with PMs who went into it through channels other than the official ones, and are motivated out of their passion for building things and solving problems. Not because they feel it’s something they’re supposed to do, or because they think it’s prestigious, or because it is the default path from whatever elite school they went to.
That is an excellent and very opinionated list of criteria of how to gauge a product organization. I’m not sure whether I’ve seen any that hit all or even many of these. If you know of one, let me know.
http://dangrover.com/blog/2020/01/20/a-sanity-test-for-large-groups-of-pms.html
What is weird is that organizations that purport to be against risk will often do their projects exactly in this very risky way. Within an institutional logic, it often seems like there is no alternative but that is up to a few people to change.