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TBH I agree! I think the problem is that PM and PMM are so ill defined and have heavy overlap, and most people on FB have no clue what they’re talking about haha.
I worked in a PMM role that was awesome. I drove customer acquisition, go-to-market, consumer insights & segmentation and owned the commercial p&l. PM drove all technical aspects. We worked hand in hand.
Everywhere is a different set up which is really annoying haha.
Honestly just found my product / sector a bit boring and the upward mobility was more limited / slow. Lots of opportunities to move onto new products but had to wait for promos based on who is leaving above you haha.
McK pays decent and and progression is very straightforward. I do feel like the skills I have gained here would be really help me in PMM.
It’s something I would go back to though for sure, maybe in a few years!!
Yes!! Product manager is too tech oriented for my skillset but I recently discovered product marketing manager roles and those seem like a great fit. There's also program manager and category manager positions that are like mini-cso positions for a specific product line.
Less pay than PM
Coach
Yea that’s true. Fair point
Mentor
It’s a popular role here and has a strong strategic component to it. Personally not in it but would say MSFT and Google have a lot of PMMs
Most marketing in tech is algorithm driven.
If you are selling superbowl ads or auto insurance, it’s mainly isolated in ad firms.
Mentor
Mck1 description is more accurate when describing the PMMs at microsoft. Product marketing teams here have a lot of control over the product. I would make the case we don’t rely on algo marketing enough here though
Mentor
I think because of the pay and “prestige”. Personally I love PMM because of the blend of marketing, strategy, and psychology the work involves and I’m not super tech skill oriented so PM wouldn’t be as good a fit. However, it is harder to move over unless you have extensive hands on marketing experience (which is hard to attain in consulting, and they usually don’t consider marketing consulting work the same way) and or you’ve done projects that show you really understand customers and are doing so in a product-oriented setting. So the amount of people I’ve seen exit consulting to a PMM role without taking the MBA route is extreeeemely low. I stalked both company and university alumni and unless they graduated and have worked in marketing their whole career, they all got an MBA and switched in that way. It is super disheartening. I’ve gotten PMM interviews and have always been told I don’t have enough B2B marketing or product experience.
Mentor
Yeah agree with the MBA. I’d say if you’re still in consulting, find product related projects. Doesn’t necessarily have to be product management but that helps given you’re going to get product expertise. Having worked in advertising and digital/performance marketing, I’d say less so those fields given yes, being able to analyze metrics and build campaigns are important, but those are less of a focus for the job. Brand marketing is even more of a niche field focus to get into and definitely requires an MBA (at least based on the reqs I’ve seen and applied to with no luck).
The one friend I have who was able to make a break without an MBA said the project experience that helped them stand out were those focused on products, customer experience design, and design thinking. Luckily they were on a long term project that had elements of all 3 and said interviewers really liked those skills.
I found I started getting interviews for PMM positions when I started getting product related work working on apps but it was at B2C clients vs. B2B which they preferred.
Mentor
Too many PMM jobs are not real PMM jobs (e.g. just copywriting all day)
This. Read the job description and dig into the details during the interview process!
A PMM job owning pricing, positioning, packaging, etc. is different (and, IMO, more interesting) than a PMM job that focuses on website copy
Coach
As an add-on, I’m finding way more open jobs for marketing than for strategy