This presentation describes how the role of product management changes at the various stages of growth for a software venture.

1. Clarifying the Role of
Software Product Management
Rick Berzle
Founder and President
GoToMarket LLC
© 2008 GoToMarket LLC 1

2. Agenda
• Speaker Background
• Product Management and Related Roles
• Role/Scope of PM based on company size
• Beware of too many hats.
• How to deal with too many demands?
• Summary and parting thoughts
© 2008 GoToMarket LLC 2

3. Speaker Background
• BS Computer Science/MBA
• 8 years in Software Development
• 10 years in Software Product Management
• 15+ years in VP-level Marketing Positions
• 6 years interim CMO/VP Marketing
© 2008 GoToMarket LLC 3

4. Discussion Topic
• Product Management is a unique discipline
– Strategic
– Technical
– Business
– Evangelistic
• Few high-level executives truly understand the role
• PM’s get pulled into other roles based on need or
incompetence of existing personnel
• PM need, impact and success is dependent on company size
and leadership
• Managing expectations is key to a successful and rewarding
PM career
© 2008 GoToMarket LLC 4

5. Roles & Responsibilities
Focus
Project Product Product Sales
Management Management Marketing Engineering
• Organizing • Requirements • Positioning • Demos
• Managing • Positioning • Pricing • Problem solving
• Scheduling • Packaging • Promotion • Technology
• Issue mgmt • Availability • Programs • Pre-Sales
• Release mgmt • Business Planning • Prospecting • Tactical
Process Strategy Awareness Revenue
© 2008 GoToMarket LLC 5

6. Vendor Dynamics
•Technical leadership •Sales leadership •Financial leadership
•One Product Company •Product suites •Product lines
•Reference Accounts •Revenue growth •Predictable revenues
•Sales & Sales Support •Brand awareness •Brand value
•Minimal Marketing •Integrated sales/mkting •Market/Product Strategy
Start-up Early-Stage Mid-Stage Growth Mature
$0-5M $5-20M $20-50M $50-100M 100+M
© 2008 GoToMarket LLC 6

7. Marketing Dynamics
• Focus is account acquisition • Product and Product line strategy
• Product defined by engineering • Specific marketing disciplines exist
• Marketing is describing what was built • Product management is fundamental
• Product Management is non-existent • Well-defined marketing/sales boundaries
Start-up Early-Stage Mid-Stage Growth Mature
$0-5M $5-20M $20-50M $50-100M 100+M
• Focus is market expansion
• Product Management/Marketing blended role
• Product strategy and roadmap fundamental
• Marketing is about awareness and value proposition
© 2008 GoToMarket LLC 7

8. Wearing the engineering hat?
• Engineering sees Product Management as Project
Management
– Coordinating engineering meetings
– Note taking
– Issue Management
– Tactical, not strategic
• PM should focus on “release management”
– Whole product definition
– Packaging
– Licensing/Pricing
– Coordination of Product Availability (service, support, sales readiness,
etc.)
© 2008 GoToMarket LLC 8

9. Wearing the sales hat?
• Sales Engineering/Pre-sales either lacks knowledge or skill
to support sales
– Product Management is tapped to fill the void
– The more PM steps in the more Sales will ask for PM assistance
– The more PM steps up the less PM they do
• PM should visit customer’s regularly
– Not to sell, but to gather usage scenarios
– Identify customer requirements and to set priorities for new
product development
© 2008 GoToMarket LLC 9

10. Product Mgmt/Marketing
• Is there a problem with a blended role?
– No, but the skill sets are quite different
• Common in early and mid-stage ventures
• Requires an extraverted personality
• More tactical and creative (from a promotional
perspective)
• Closer to a sales personality than engineering
• Must like trade shows, speaking in public and demos
© 2008 GoToMarket LLC 10

11. Product Management fit
• Engineering must want customer/market insight
• Product Management must gain the respect of
engineering
• Personalities and previous experiences matter a lot
• Executive management must view marketing as a
discipline – a profession
• Toughest job in any company – IMHO
– Account-ability and no authority
© 2008 GoToMarket LLC 11

12. Summary
• There is no “pure” product management role in
early-stage and many mid-stage ventures
– Product Management at best is a blended function with
Product Marketing
• Product expertise is valuable and in high demand
– Watch out for abuse across organization boundaries
• Establishing an agreed to job description and
setting expectations can eliminate a lot of pain
© 2008 GoToMarket LLC 12

13. Final Thoughts
• Company leadership establishes the power of
marketing
• Engineering leadership determines the influence of
product management
• Sales leadership hold marketing accountable for sales
execution
• Marketing leadership attempts to keep everybody
happy!
© 2008 GoToMarket LLC 13

14. Thanks for
your time and
interest.
rberzle@gotomarket.com
(w) 858-271-4351
www.gotomarket.com
© 2008 GoToMarket LLC 14