Of all the marketing personas a B2B SaaS company will hire, the Product Marketing Manager (PMM) role seems like it should be a relatively easy one to fill. However, as many startups discover, it’s far from simple. The PMM position can be notoriously difficult to hire for and is absolutely essential to nail as it’s critical to future product success.
Why is it hard to hire a Product Marketing Manager?
The Product Marketing Manager role has only been widely adopted within six years. As a result, the depth of skills available in the market is often shallow. Many candidates may lack the experience to develop effective value-based narratives and go-to-market (GTM) strategies, so they opt for feature/function-based messaging. This tendency stems from rapid career advancement without proper leadership or training in core product marketing principles.
The difficulty in finding a well-rounded PMM becomes clear when marketing leaders are forced to replace a hire. Most often, it’s because the candidate was unable to develop a GTM strategy rooted in value.
So, how can you ensure the success of your next PMM hire? Here are three steps to streamline the process:
1) Determine the Best Reporting Structure
One of the most significant factors in making a successful hire is determining where the role should report. Does the Product Marketing Manager report to the marketing or product leader? The decision and who is accountable for the hire’s outcomes will shape the hiring strategy.
What is the correct reporting structure? The answer often depends on the gaps the business is trying to close.
For instance, if product launches are falling short or the GTM strategies are misaligned with product goals, having the PMM report to the VP of Product can create a tighter focus on ensuring a successful launch and coherent messaging. In fact, when recruiting for this role, we frequently find that businesses prefer having their PMM report directly to a product leader.
Misalignment or poor communication between marketing and product teams can lead to a GTM failure. By clarifying the reporting structure upfront, you establish a foundation for success that informs the skills and experience needed from a candidate.
2) Determine the Degree of Market-Facing Skills Required
In most organizations, Product Marketing Managers are cross-functional masters. They must navigate the intersection of product, engineering, marketing, sales, and support/customer success, ensuring a unified message across the company. However, the role’s demands may extend beyond internal coordination.
In larger enterprises, PMMs often have an external focus, representing the product to the market. This can include engaging with industry analysts (e.g., Gartner, Forrester), attending conferences, and speaking as a domain expert on behalf of the product. In these cases, market-facing skills become critical, and the ability to confidently communicate, present, and handle PR matters is often a must.
When recruiting for PMM roles, we frequently see “must-have” requirements for relationships with industry analysts or the ability to represent the company at high-profile events. Understanding whether your business requires a Product Marketing Manager who excels in market-facing activities or who will be primarily focused on internal collaboration will help you find a hire whose skills align with your needs.
3) Decide Between Domain Expertise and Functional Expertise
Perhaps the biggest decision when hiring is whether to prioritize domain expertise (experience in your product category) or functional expertise (expertise in product marketing itself). Both are valuable, but your organization’s specific needs will dictate which is more critical.
For businesses in highly specialized industries, domain expertise can be crucial. A PMM who understands the product category and industry nuances can quickly contribute to the strategy and value messaging.
However, if you have strong product experts on your team, you may opt for a product marketing manager with exceptional functional expertise, knowing they can rely on your internal teams for domain knowledge.
Another factor is whether the product marketing function is new to the organization. If you’re hiring a product marketing manager to stand up a new function and establish processes, strong functional expertise becomes vital. On the other hand, if your GTM strategy and processes are already well-developed, domain expertise may take precedence. Understanding which type of expertise you need and the environment in which the PMM will operate will help you make a more informed and strategic decision during the hiring process.
Hiring a Product Marketing Manager is a critical decision that can profoundly impact the success of your product. By clarifying the reporting structure, defining the level of market-facing skills required, and deciding whether domain or functional expertise is more important, you’ll be well-equipped to make a successful hire.
Our team specializes in recruiting for critical product marketing roles and can help you accelerate your hiring process. If you’re looking for expert guidance on finding the right Product Marketing Manager for your team, contact us today.