From Mechanical Engineering to Product Management: Ian Simpkins’ Journey

Ian Simpkins graduated from Duke University in 2015 with a Bachelor’s in Mechanical Engineering and Material Science, followed by a Master of Engineering Management through Duke’s 4+1 program. His career path has taken him from process engineering internships to management consulting at Accenture, and eventually into the tech startup world where he transitioned into product management. Currently, Ian works with Aya Healthcare – ID Medical, a travel nurse staffing company in the UK, focusing on enhancing the guest experience through technology.

Initial career path after graduating from Duke

Ian started his career with internships in process and manufacturing engineering. He found a passion for data driven decision making, workflow optimization, and saw the impact technology was making on the industry and knew he wanted to pursue a full time role in the technology sector. 

Transition into tech and product management

After graduation, Ian joined Accenture where he was exposed to the Travel, Energy, and Retail industries. Ian transitioned to his next opportunity at a start-up while working on a project focused on reimagining the guest experience on cruise ships. “I approached them, was like, ‘hey, are you guys hiring?’ And they were like, ‘yes, we’d love to have you!,’” Ian recounted. His role evolved from implementation engineering to product management, where he found his true calling.

Advice would you give to students looking to enter product management

Ian emphasized the importance of gaining technical experience before jumping into product management. “I find the people that have a little bit of technical experience are the best product managers. Understanding how software is built helps ground product decisions in reality.”

Handling conflicts within a team, especially in a cross-cultural setting

Ian highlighted the significance of clear communication and setting expectations. He shared an example from his current role where he had to mediate between the UX research team and ID Medical’s leadership in the UK. “Face to face communication when possible is critical. Clearly communicating your point of view and providing data/numbers/examples that back it up. In the case of the UX Research team, we had them share several of their insightful case studies which immediately led to buy-in,” he explained.

Key differences between working in startups versus large enterprises

Ian discussed the exposure to various facets of software delivery in startups, which helped him become versatile. “You get exposed to everything and you probably get good at being kind of like a Swiss army knife,” he noted. Conversely, in large enterprises like Accenture, he learned the importance of polished communication and presentation skills, which are crucial for product managers.

What leadership qualities do you value most?

Ian values leaders who listen and trust their team, regardless of titles. He mentioned the CEO of ID Medical, who knows everyone’s name and fosters a community spirit. “The most effective leaders that I’ve interacted with and learned from are people that don’t care what your title is,” Ian said.

How do you ensure your team remains motivated and effective?

Creating an environment of respect and meritocracy is key, according to Ian. He also stressed the importance of ownership. “A sense of ownership is like essential and it’s really hard to be able to discern that in like a. Through the interview process,” he added. Did he say how he noticed a sense of ownership from people outside of the interview? Provide any examples?

What’s your take on remote work versus in-person work?

While Ian supports remote work for its flexibility, he believes in-person interaction is vital for understanding cultural nuances, especially when building software solutions for specific markets. “Being on the ground helps you soak up the nuance of the culture to be able to, I guess, formulate a solution that’s going to be more effective for the market,” he explained.