I’m about two years into banking, and I’m starting to think seriously about tech. Not because I hate finance, but because I keep getting pulled toward product and problem-solving more than deal mechanics. The thing that’s got me stuck is the credibility gap. When I look at people who’ve made the jump into product management or tech roles, they seem to have either come in with tech background initially or built a pretty intentional network during their banking years. I don’t have the first, so I’m trying to figure out the second. The question is: what does that network actually need to look like? Do I need to be connecting with people already in tech, or is banking network plus a solid side project enough? And is there a point where leaving banking actually signals to tech companies that you’re serious, or does having a prestigious finance role on your resume actually matter for credibility? I’ve started reaching out to alumni who went tech, which feels helpful, but I also wonder if I should be building a different type of network entirely. What’s the actual playbook for someone still an analyst or junior associate who’s thinking about pivoting tech, but doesn’t want to burn time or damage their banking career while they figure it out?
tech companies want to know ur serious abt tech, not that u got bored w banking. the banker who left cuz ‘deals are boring’ gets rejected. the banker who built a side project, talked strategy w product people, and can explain why? thats credible. ur banking title helps less than u think. the work matters more.
network more alumni who actually work in product at real companies. not just ppl who left banking. ask them abt their transition. ask them what tech companies actually care abt. the answer isnt ‘ur smart enough for banking so ur smart enough for tech’—its different skills.
this is so helpful actually. so like are u saying the side projects matter more than the banking stuff?
do u need like specific tech skills to transition or can u learn on the job
thanks this gives me a lot to think abt
The network for a credible tech transition needs two components. First, evidence of genuine tech engagement: this means connecting with people in product, engineering, or relevant non-finance tech roles. These people validate that you’re not just running from banking but moving toward specific problems. Second, operational credibility: having someone in tech who can actually refer you or vouch for your abilities. A single strong internal advocate—a PM or product partner at a major company who knows your thinking—is worth far more than casual coffee chats with other bankers-turned-tech. Most failed transitions happen because candidates network only with other finance refugees, creating a hall-of-mirrors effect where nobody actually validates tech capability.
On the timing question: you don’t need to leave banking first. In fact, most successful transitions happen while still employed because it signals stability and gives you time to prove interest through side projects or hobby development. What matters is demonstrable interest—writing about product decisions, contributing to open-source projects, or taking on visible product-adjacent work at your current bank. Your banking title stays relevant as evidence of structured thinking and execution capability, but only if paired with evidence of tech fluency. Build the tech network now, before you leave, so when you exit, you have actual credibility and relationships, not just a resume gap.
Two years in is actually perfect timing to explore. You’ve got credibility and time to figure it out. You’ve got this!
What got me the first PM interview was that one person—a PM at a Series B company I’d connected with through an alumni group. I spent time learning about their product strategy, asking real questions, and then when a PM role opened at his company, he had genuine conviction that I’d think about problems the right way. Your network needs to include people who actually believe in your transition, not just people who’ve also transitioned.
The network composition matters: successful candidates had relationships across product, engineering leadership, and recruiting/operations at tech companies. Finance-only networks showed lower conversion to offers. On timeline: transitioning while employed (versus after leaving) showed 2-3x higher success rate in getting product-specific interviews versus general tech roles. The banking title actually doesn’t carry much weight in tech recruiting; what carries weight is demonstrated product thinking and specific relationships inside target companies.