Might want to reconsider. PMs are not really needed. They exist for dysfunctional teams that cannot manage their workload. (PMs are not Product Owners)

I recommend reading a book about consulting, e.g. in McKinsey's style.

Your PM job will be a lot more about influence and communication.

Influence is often about getting people to trust you and get the last 10% done. Prepare to spend 3 months on a very technically-difficult project, then have the CEO rip apart your demo because the copy on the first screen isn't what he expects, without every getting deeper in to the product. That's the last 10% and your job is getting your tired team to care about it.

The way decisions are made will be significantly different compared to the egalitarianism of engineering. Understanding how your organization makes decisions and adapting to it is key to success as a PM. (Consensus? Founder mode? Disagree and commit?)

Good PMs make impact and at the end of the day. Your career is almost entirely dependent on your manager's subjective opinion of your work. You'll need to learn to "manage up" - ensuring that your manager agrees with your decisions and thinks that you have had impact.

The persona that fails in PM is the pseudo-academic who was told they were smart as a kid, and can't hustle, make a decision, or sell others on their ideas. You need to be prepared for conflict.