The Future of Product Marketing Management: It's Time We Started Acting Like It

Let’s be frank for a moment. When you look at the current marketing landscape, what do you observe? I see a lot of roles that are, shall we say, vulnerable to disruption by AI. However, Product Marketing Management? That’s a different matter entirely—perhaps along with Growth and Marketing Operations. But let’s acknowledge that not every marketing role can be indispensable.

Honestly, many marketing roles appear to be on shaky ground; we’re seeing individuals who should perhaps be concerned about AI already displaying signs of apprehension. However, Product Marketing is different. It possesses a foundation of strategic understanding and value delivery that other, more "creative" or frankly, replaceable, roles simply lack. Product marketing requires that you truly understand the product, its positioning, and what the customer needs—not merely present an appealing facade. There’s more to it than simply making things appear attractive or sound compelling, wouldn’t you agree?

So, what's the challenge if PMM is so crucial? Here’s the thing—there's a subtle threat that has been slowly eroding our field, and it's not robots, not yet.

The "Versatility" Myth: Why PMM Isn't Just Another Marketing Role

Many hiring managers and recruiters, with all due respect, do not seem to grasp the multifaceted nature of Product Marketing. They appear to believe that anyone with a bit of experience in various marketing functions can seamlessly transition into a PMM role. Can you imagine? They are mistaken in thinking it's simple, that a content specialist or a social media manager will naturally possess the nuances of product strategy. But, the reality is this is not accurate. It's akin to stating that anyone who has driven a car can also pilot a plane; there may be some overlap, but they are fundamentally distinct disciplines.

Product marketing is about technical proficiency, strategic thinking, and the translation of that knowledge into actionable insights for sales, marketing, and most importantly, customers. Do you believe that a social media expert can go into a stakeholder meeting and articulate how the product will generate more value for a client? I think not. We cannot have individuals who are happy to take cover behind “oh, I’m not technical” rhetoric or depend on those who are to guide the product. It requires an ability to deeply understand the product to then communicate that value to both technical users and less technically-inclined buyers or stakeholders. We’re talking about market insights, competitive analysis, and the ability to transform all of that data into GTM strategies; it’s a distinct skill set. It’s like comparing a skilled chef to someone who merely warms up pre-made meals. Both deal with food, but the skills and the output are vastly different.

Now, let's be clear, those other roles have their purpose, and they’re often important for the big picture. However, what I'm suggesting is that PMM is different. And that's why it's becoming such a valuable skill set. It’s about more than just words; it’s about influence.

The Silent Assassin: A Lack of PMM Self-Advocacy

Here is where we encounter the real problem: PMMs are often not the most effective at promoting their own worth. We frequently deliver substantial value, yet it’s easy to allow other parts of the marketing or business machinery to take credit for the significant work we complete. Wouldn't you agree? We develop core messaging, chart out GTM strategies, and possess a practical understanding of how our products benefit customers, yet it’s the more “traditional” marketers who seem to receive the acclaim. It’s as if we’re the behind-the-scenes heroes of the product world, quietly ensuring everything functions while others take the applause.

And you see those other parts of marketing, the ones already feeling insecure about robots taking their jobs? They are desperately attempting to leverage the capabilities of PMMs. They’ll repackage a GTM plan, adjust a feature announcement, or present a case study as though it was all their own initiative. It’s like they are trying to ride on our ability to survive. And in truth, I believe it's rather unfortunate. It is our responsibility though; we have allowed it to occur. We should have been more vocal, more present in those discussions. Perhaps, that's something we should consider going forward, don’t you think?

Hope on the Horizon: PMMs Taking the Reins

Despite this, there is a positive trend to acknowledge. Look at those who are being hired to head up marketing departments currently, and you will see a very obvious pattern. A significant number of the new executive Marketing hires possess backgrounds in Product Marketing. The world is finally catching up, it seems. Perhaps it’s because we anticipate the changes coming from AI, or because we have been doing the essential work, or possibly we have just been fortunate. It means there is a new generation of marketing leaders who truly understand product marketing, and they appear ready to redefine what’s expected of the function.

This might translate into proper advocacy for the role, suitable recognition for the behind-the-scenes efforts that make a company’s value offering genuinely useful and, perhaps, it will ultimately afford Product Marketing the appropriate acknowledgment and responsibilities it merits. It may also mean they promote PMM as the vital marketing function it is.

PMM: The Indispensable Adult in the Room

I don’t anticipate this role diminishing anytime soon—and this is not a product of my bias. The reality is that without PMM, so many marketing departments would be quite lost when speaking to a prospect for more than ten minutes. It almost seems as though the majority of marketing teams are either genuinely uninformed, or perhaps slightly apathetic when it comes to understanding how the product functions, and for whom. I can recall many instances where “the marketers” were unable to explain the basic functionality of the tool they were supposed to be promoting. And then we have the “I’m not technical” rhetoric, which has become widespread. It is frustrating, wouldn’t you agree?

Some of the most successful marketing teams that I’ve seen are where the PMMs drive the GTM strategy. The rest of the team implements around that. You can change the title, but there will always be a need for someone who understands both customers and the product, someone with a strategy that everyone can support, and someone who can effectively communicate—that is what PMM is, most of the time. We are the people that drive real value.

The PMM of the Future: What's Next

How can we ensure we are not only valuable but also recognized as valuable? There are a few avenues we should consider.

First, it’s about further expanding that “versatility” we previously discussed. The PMM of the future must go beyond just technical understanding, also being proficient in using AI tools for data analysis to improve customer segmentation and mastering automation to allow more time for strategic work. This requires a commitment to constant adaptation, continuous learning, and remaining at the forefront of emerging trends.

The other aspect, and let’s be very honest about this, is about self advocacy. How do we receive proper credit for our work? It is not about working harder, but rather working smarter; we must actively demonstrate how PMM directly affects the bottom line, while also ensuring we receive appropriate credit. We must be at the table making important decisions about product launches and GTM strategy, rather than just waiting to see what the marketing “experts” produce.

Also, PMMs, we must take ownership. We have to start by no longer allowing other departments to repackage our work and represent it as their own. We have to be outspoken about the work we accomplish and its impact on the organization. This does not mean we need to be abrasive; just assertive.

Finally, we require our marketing leaders to take charge. A new generation of CMO’s and Marketing Directors has a responsibility to redefine the function of marketing overall. We need to move away from a segmented mindset to one where PMM serves as the foundation for growth, and if that entails dismantling certain hierarchical structures in marketing, then so be it.

It’s Time We Started Acting Like It

In truth, the future of Product Marketing is promising, and we have the opportunity to guide it. However, this won't occur without effort. We need to advocate for ourselves, show the value that we bring to our organizations, and take on the responsibility of the adults in the room. It’s about what we do and the impact we have. It is about ensuring our role is not only acknowledged but is seen as fundamental.