Product management against PM Growth

Hi everyone,

Do you think there is a distinction between PM Growth and core product management?

Your insights would be highly appreciated.

Thanks in advance.

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Well, in my opinion, PM growth refers to the expansion and development of skills, knowledge, and experience within the field of product management. It encompasses continuous learning, professional development, and acquiring new competencies to excel in the role. On the other hand, product management itself refers to the overall process of strategizing, developing, launching, and managing a product throughout its lifecycle. While both are interconnected, PM growth specifically focuses on personal and professional advancement within the realm of product management.

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Indeed. The “Growth PM” position has, the way I see it, changed recently to become more marketing and acquisition-focused. Therefore, whereas conventional PMs can work in any area of the product, growth PMs work much more closely with sales and marketing, specifically with the goal of gaining new customers, or achieving whatever the company’s current primary “growth” engine is.

Personally, I think that work in growth PM is really important, but I find real product work to be less fascinating. However, your experience may differ based on the firm and its current stage.

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Interesting @MarioRomero

In my case, I’m a pm growth and I work on activation/retention, and sometimes in acquisition.

I don’t work on developing new features. I mainly work on how to connect users to value proposition of the product.

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Cool @MaireHamilton. But, how does that differ from the business development?

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Asking the real questions! Kudos

(Or at least, thank you for asking what I’ve been wondering for a while.).

I’m in a role where I’m noticing that the requests for me have been slowly setting me on a path towards being a “growth PM” or biz-dev. I’m not sure it’s for me. I think it’s an important thing, and I can definitely see its value in having someone fulfill that role, no question. They are very much talking about me when I say this.

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The development of businesses, encompasses a broader scope that includes not only marketing and acquisition but also product innovation, operational efficiency, and overall business strategy. While growth PMs focus primarily on acquiring new customers and driving revenue growth, the development of businesses involves a more holistic approach that considers long-term sustainability and market expansion. This may involve conducting market research, identifying new opportunities, improving existing products or services, and building strategic partnerships to drive overall business growth.

Moreover, development PMs also collaborate closely with cross-functional teams such as engineering, design, and finance to ensure that all aspects of the business are optimized for growth. They may work on optimizing the customer experience, streamlining internal processes, and implementing data-driven decision-making to achieve sustainable growth. Moreover, development PMs are responsible for continuously monitoring market trends and competitor activities to stay ahead of the curve and make informed strategic decisions. Ultimately, their goal is to create a thriving business that not only acquires customers but also retains them and fosters long-term loyalty.

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Sales is the focus of biz-dev. I’m not a salesperson. In my role as PM Growth, I promise to be exact.

To enhance the user experience and help people understand the value proposition of the product, I’m conducting tests inside the product. Let’s take an example where we have 100 signups. However, just ten percent of them stick around.

To determine what separates people who give up and those who become frequent users, I will examine the data. Either quantitative or qualitative data will do. We shall develop the hypothesis in light of those revelations.

After that, I’ll conduct tests to assist people in understanding the software’s value proposition and turning them into devoted users. The objective is to do trials quickly and get information as soon as feasible. These insights will be applied to modify our hypothesis and the design of our experiment.

Therefore, moving quickly is crucial because the majority of the tests will fail.

I don’t contribute anything to the product’s new features. My primary responsibility is facilitating user access to PM-built functionality.

I wanted to know whether my firm is an exception to the rule as I don’t notice many PMs growing.

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Do you guys work on a team. If so, how do you collaborate and segment your work?

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We are independent (The team has a PM Growth, a Product Designer, a Growth Engineer, and sometimes a Data Analyst). Of course, we work closely with Product, Marketing, Customer Success, etc., depending on our focus.

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How solid is your data availability or single source of truth? We were troubled a lot with unavailability of data and no data analysts. Had to double down on data fetching and suggesting changes. We have more growth PMs than engineers and no analysts at this point.

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That’s a good question. Without data, I can’t work.

I have an engineering background, so I can implement analytics by myself when the company is small. When the company is bigger, I won’t do it myself; I must align with stakeholders.

Whenever I join a company, I work on analytics before launching anything. It means implementing a proper tracking plan, a CDP and product analytics, and heatmap analytics (FullStory) at least.

Then based on our needs, I can add more tools (Data warehouse, reverse ETL, A/B Testing tool, etc.).

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I spent numerous years in both technical PM and product leadership roles before landing my present position as a growth PM. My business uses a hybrid PLG/sales-led approach. I oversee activation, adoption, and retention throughout the whole product, as opposed to just one particular product area like other PMs do. As well as spearheading our effort to transform into a data-driven product team, I developed and am the owner of our product analytics. In addition, I’m working on our first Freemium product right now. In the end, I aim to find chances to use UX, in-app assistance and education, and in-product funnel optimization to help users unlock value in the current product more quickly and often.

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Yes, that is how I see PM Growth. That is what I do for a living. I inquired since it appears that this position is unusual and difficult to get when I need to hunt for a new career. I have always been passionate about leveraging data to drive product decisions and improve user experiences. As the owner of our product analytics, I have implemented various strategies to collect and analyze user data, enabling us to make data-driven decisions. Additionally, my current focus on developing our first Freemium product allows me to explore new ways to engage and retain users through a combination of UX enhancements, in-app assistance, and educational resources. My ultimate goal is to optimize the in-product funnel and create a seamless user journey that maximizes value for our users. Given the unique nature of my role and expertise, I understand that finding similar opportunities in the job market may be challenging, but I am determined to continue pursuing my passion for PM Growth.