Doordash PM on why your domain expertise matters more than your technical skills

Saee Pansare started her career not in software but in a lab, studying food engineering and imagining a future developing flavors and ingredients. What she discovered instead was that she had the instincts of a product manager all along; she just happened to be building physical products. After stints at Kraft Heinz, Amazon, and Whole Foods, she landed at DoorDash where she now leads the DoorDash for Business charter, building group order and large order systems for corporate clients. In this episode of Products That Count, podcast host and Chief AI Product Officer at Boston New Technology Shweta Agrawal sits down with Saee to unpack what food product development taught her about software PM, why your domain expertise matters more than your technical skills.

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Show Notes

1. Saee has loved food her whole life but realized early in her undergrad that lab work was too isolating for her energy. She pursued a food engineering degree, did her MBA in the US to understand the business side of food, and spent years at Kraft Heinz, Amazon, and Whole Foods before landing at DoorDash, all within the same domain she started in.
2. A food engineer does essentially the same work as a software developer, just for physical products. You decide the ingredients, the manufacturing process, and the technologies that will improve flavor, shelf life, or nutrition, drawing on fields like biotechnology, thermodynamics, and experimental design. The output is a product you can eat rather than a product you can click.
3. At Kraft Heinz, Saee owned the P&L for cheese powders and confectionery, which included the mac and cheese powder in your grocery aisle and the dried marshmallows in breakfast cereals like Lucky Charms. Her job was to identify market trends, develop new formulations with her R&D partners, and make sure the product worked financially and physically before launch.
4. One of the trends she was driving at Kraft Heinz was the shift from artificial flavors and colors to natural ones, which was both a consumer health response and a business decision. Natural formulations opened export markets in Europe, the Middle East, and Asia where artificial ingredients were heavily restricted, so the trend created a commercial opportunity as much as it addressed a consumer preference.
5. The product development process she ran at Kraft Heinz was identical in structure to what she does at DoorDash. She interviewed customers face to face, pulled market research from firms like Nielsen and Mintel, prioritized opportunities by market size and feasibility, sent prototype batches to beta customers, collected feedback on taste and manufacturing compatibility, and iterated. The only difference was the cycle time.
6. Pre-COVID, during COVID, and post-COVID eating habits are substantially different from each other, and she connects all three directly to where people are working. COVID created more time for home cooking and a health and wellness boom. Return to office has reversed much of that, and people are eating out more while working longer hours than ever. She sees an opportunity for restaurants specifically to address the health and affordability gap for people who are commuting again.
7. The main reason Saee moved from physical to software products was not a loss of interest in food but a loss of patience with time to commercialization. A physical food product can take months or years from identified problem to shelf, with uncertain timelines and significant capital investment at every step. She wanted to learn and fail fast, and software was the environment that made that possible.
8. When she made the transition, she anchored to her existing domain expertise rather than trying to make a completely lateral jump. She chose roles at the intersection of food and software, which made it easier to sell herself in interviews because she could speak credibly about the consumer and the industry even when her software background was thin.
9. To prepare without a technical background, she spent weekends with her roommates, both software engineers, having them explain how software works and how they related to their stakeholders. She complemented that with online courses and wrote mock PRDs for food-adjacent products to practice thinking in software terms before she was actually doing it on the job.
10. When applying, she deliberately targeted non-technical PM roles and leaned on her strengths rather than trying to paper over the gap. She framed her physical product experience as real product management: she had interviewed customers, run experiments, done QA, and shipped products successfully. That framing shifted the conversation from “she doesn’t have software experience” to “she already knows how to do this job.”
11. Networking got her in the door at Amazon. A colleague from Blue Apron recommended her for a product role there, and that referral gave her the interview she would not have gotten from a resume submission alone. When you are switching industries, the algorithm will knock you out before a human ever sees your application, so a referral from someone who has worked with you is not optional.
12. The hardest part of the transition, once she had the job, was building trust with software engineers who had worked with PMs their whole careers and knew she was new to the context. She approached it by staying curious, asking a lot of questions, and showing up consistently for her stakeholders and customers. Trust came from demonstrating over time that she understood their work and genuinely cared about delivering for the product.
13. At DoorDash, she owns the DoorDash for Business charter: the system that allows employers to feed their employees without maintaining a kitchen or commissary. Her products are group orders and large order formats, where carts of 30 people are placed through a shared link sent by an office administrator. The logistics are completely different from single-household delivery, and the bar for reliability is higher because business clients have less tolerance for errors.
14. Her day to day involves a lot of customer calls with office administrators and employees, plus merchant conversations with restaurant owners about how to handle large volumes consistently and without delays. Everything feeds into cross-functional sessions with design and engineering to build and prioritize solutions. DoorDash moves fast: the expectation is a feature shipped every couple of weeks, with nothing in the build queue for longer than two months.
15. The DoorDash philosophy of shipping an MVP quickly, gathering learnings, and iterating means a bad product launch does not define her year. She has more shots on goal, which produces more failures but also more successes. At Amazon, a six to eight month build with a big bang launch meant one bad bet could define the whole year.
16. The difference in pace between Amazon and DoorDash is also a function of organizational size. Amazon has more stakeholders, more approval layers, and more systemic considerations. DoorDash is comparatively lean and can move fast because fewer people need to weigh in. She is careful not to frame one as better than the other: scale creates different constraints, not worse ones.
17. Her advice for anyone transitioning from physical product backgrounds into software PM right now is to build something with AI tools. The accessibility of prototyping has changed the calculus entirely. You can write mock PRDs, build and ship apps, get real feedback, and use AI to review your thinking. The interview process tests creativity, structure, and brainstorming, and the best way to prepare is to practice all three in contexts that feel real.
18. She encourages people making the switch to hold an industry anchor wherever possible. Jumping from food directly into social media is a lateral move that requires you to prove everything from scratch. Jumping from food into food-adjacent software means you walk in already knowing the consumer, the market, and the language of the industry, which gives you a foothold while you are still learning the new craft.
19. When it comes to job searching outside your current domain, a resume alone is not enough. The algorithm will filter you out before a human sees your application if you do not fit the exact criteria on paper. You need someone in your network to make an introduction and pitch you directly. That takes tenacity, and she frames tenacity not as a nice-to-have but as the actual trait that determines whether the transition happens.
20. The fundamentals of product management are transferable across physical and digital contexts. Customer discovery, prototyping, iteration, stakeholder alignment, P&L ownership: Saee was doing all of these at Kraft Heinz before she ever wrote a JIRA ticket. The domain knowledge she built in food is not a liability in software; it is the thing that made every subsequent step possible.