There seems to be a misunderstanding about the different roles and levels within product management. To put it simply, not everyone is aware of the different types of PM roles and levels. Many people believe that the entry-level position in PM is the role of "Product Manager" making it hard to compare jobs, plan your career, and attract the right talent to your team.

In this article, I will be discussing the various roles and levels within the field of product management, the multiple levels and types of product management roles beyond just the entry-level "Product Manager" position, and the importance of understanding the different levels and roles in product management for those interested in pursuing a career in this field.

The Product Management Role Hierarchy

Associate Product Manager (APM)

The Associate Product Manager (APM) is an entry-level position that is typically mentored by a Product Manager (PM) or Group Product Manager. The primary purpose of this role is to offer a learning opportunity for those who are starting their careers as product managers. APMs have the chance to gain insights from senior product leaders, develop best practices, and understand how new products are developed and existing ones are improved.

Their day-to-day responsibilities can include competitive research, data analysis, and defining feature requirements under guidance. The APM position is considered an entry-level product position, specifically associated with the APM program, a rotational apprenticeship program commonly offered by large companies like Google and Facebook. Usually, APMs are recent graduates with degrees in computer science, business, or related fields.

Although APMs do not have ownership over any particular product, they are assigned key projects and support more senior product managers. Companies hire APMs to acquire talent early and train them to become the PMs that they need. It is the starting point for most fresh graduates and newcomers in the industry.

Junior Product Manager (JPM)

A junior product manager is also new to the role, but they don't need as much hands-on training as an associate product manager. They work with a product development team independently, usually on a smaller product or area, and under the guidance and mentorship of a more experienced product manager.

A junior product manager usually has some prior work experience and can come from different backgrounds, such as engineering, design, or business. Some of the most successful product managers have come from customer support, quality assurance, or business analyst roles.

Product Manager (PM)

The role of a product manager involves defining the strategy, roadmap and features for a product or product line. The reporting structure depends on the size and structure of the company, but a product manager typically works with cross-functional teams, including product marketing managers and business analysts.

They are responsible for analyzing the market and competition to develop a unique product vision. This role involves a variety of activities, ranging from strategic to tactical, and requires cross-functional leadership. Product managers claim ownership of processes throughout the product life cycle and are the go-to person for the product.

They make decisions based on their in-depth knowledge of customer needs, the product, and stakeholder demands. They collaborate with internal teams, external customers, and board members throughout the product development process.

Typically, a product manager has three to five years of experience and can ascend to this position from the Associate Product Manager role by demonstrating both hard skills and people skills over time.

Here we also have "Senior Product Managers (SPM)," who do the same thing as a product manager but have a higher title, either as recognition of their contributions or because of their many years of experience in the product world. These come with more responsibilities and a greater impact on product development than regular Product Managers. They also mentor junior PMs and act as a liaison between the product team and higher-ranking executives.

Product Owner (PO)

In some agile teams, there are two roles: a product manager and a product owner. They are likely to report to the same manager and have similar levels of experience. This division of responsibilities allows for a more efficient workflow. However, there can be confusion regarding who is responsible for what. The product owner prioritizes user stories and answers product questions, while the product manager communicates the voice of the customer and is responsible for achieving customer and market success.

The product owner is the representative of the customer within the product development process. They gather data on customer needs and translate them into product requirements for the development team to work on. They prioritize backlogs that developers will work on in sprints or short periods of productivity. On the other hand, the product manager manages the entire product development process over a longer period of time.

The distinction between the two roles can vary depending on the company and workflow.

Lead Product Manager or Product Lead (LPM or PL)

The individual contributor role of a Principal Product Manager (PL) is a newer and very senior role in product management. A PL is typically responsible for a critical product within the company, and this can be equivalent in rank to a senior product manager through to a VP of product. However, unlike other high-ranking product management positions, PLs are not responsible for managing other product managers. They are simply exceptional product managers who want to stay hands-on and leave people management to others.

This is a refreshing change in the product management field, where the traditional career path often involves transitioning from being a hands-on product manager to a leader of other product managers. However, just because someone is a great product manager and wants to advance in their career, it doesn't mean they have to move away from their passion for building amazing products. Some people are better suited to one path than the other, and recognizing who is great at leadership and who is great at building products is equally important and valuable to an organization.

In many ways, the PL role is similar to the architect track in engineering, where an engineer can choose to stay hands-on and focus on technical expertise rather than becoming a CTO and managing other engineers. Encouraging this type of career growth in product management is important, as it allows individuals to focus on what they excel at while still advancing their careers and contributing to the company's success.

As a PL, the bulk of the responsibility is in product development, and they are more focused on the technical aspects of the product than managing people. They are also heavily involved in the product roadmap and work closely with cross-functional teams, such as engineering, design, and marketing, to ensure that the product aligns with the company's overall strategy.

Group Product Manager (GPM)

The group product manager (GPM) is a highly senior position responsible for leading and directing a product management team that handles a specific group of products. This position is typically tasked with managing other product managers, and they usually report to a product director or VP. A GPM's daily responsibilities encompass various aspects of product management, such as research, strategy, product development, and people management.

A GPM role is a transition point from being an individual contributor who works hands-on with engineering and design teams to someone who focuses on leading other product managers and working on alignment. Soft skills around people management become a critical part of the job. The position involves less direct involvement in the technical aspect of product management and more emphasis on people management.

As a GPM, you must have strong communication, leadership, and collaboration skills. The job requires constant communication with end-user customers and team members to identify challenges and opportunities. A GPM's primary responsibility is to create consensus around the organization, so they must take a step back and look at the bigger picture to optimize processes and improve team performance.

To become a GPM, you need at least 5–10 years of experience, usually in a PM role within the same company. GPMs are often promoted to VP of Product.

Vice President of Product Management (VP of PM)

The vice president of product management (VP of product) is a crucial role that is typically found in larger and more established companies. Individuals who hold this position usually have 8 to 12 years of experience and report directly to a C-level executive. Their main responsibility is to influence and create large-scale initiatives that will add the most value to the company. They are tasked with keeping cross-functional teams aligned and have a credible voice when it comes to discussing strategy, mergers and acquisitions (M&A) activities, and other important business decisions.

VPs of products often have a far-reaching influence within their organization beyond the product management team they oversee. They work closely with key leaders in other departments such as engineering, sales, support, and marketing to ensure that the company is making investments that align with business objectives. In some cases, there may also be a senior vice president of product management (SVP of product) who is responsible for managing a portfolio of products. This is similar to a director position but is more commonly found in larger companies with multiple products and management layers, or as the most senior product role in a startup.

The VP of Product role involves managing other product managers and may also involve managing a team budget, and sometimes even P&L responsibility. In some startups, this position may be referred to as the "Head of Product," but some people find that title problematic as there is no clear path for promotion beyond this role. The VP of Product is responsible for funding and is often viewed as the public face of the company's product offerings. Additionally, expansion and team building are major priorities for VPs of Product.

The specific roles and responsibilities of a VP of Product can vary depending on the organization, but in general, this is a high-level executive role that involves making strategic decisions and leading product management initiatives.

Chief Product Officer (CPO)

A Chief Product Officer (CPO) is the highest-ranking executive in charge of product management within an organization. They oversee multiple teams of product managers and serve as the representatives of products in the C-suite or management team. The CPO's primary responsibility is to ensure overall product strategy and alignment within their teams and across the organization.

In smaller companies, the roles of VP Product and CPO may be interchangeable, but in larger organizations with both roles, there is a clear distinction between them. While the VP of Product is responsible for managing the team and processes to get things done, the CPO is accountable for the product vision, and architecture, and for ensuring overall organizational alignment. The CPO reports directly to the CEO and requires extensive experience, typically 10 to 20 years, depending on the company's size and needs.

The CPO is responsible for developing and implementing the overall product strategy, which is designed to achieve the corporate vision and goals set by the CEO and board members. In some cases, the CPO also oversees marketing and product development.

Conclusion

In conclusion, product management is a complex and multifaceted field that encompasses a range of different roles and responsibilities.

While the specific duties and requirements of each role may vary depending on the organization, they all share a common goal of ensuring that products meet the needs of customers and align with the overall strategy of the company.

By understanding the different roles within product management, individuals can better navigate this dynamic and exciting field and build successful careers in product development.

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