Our friends at Parity Consulting are on the lookout for a super Technical Product Manager who enjoys innovating and doing things differently. If that’s you, contact Victoria Butt from Parity on 02 8599-9026. Here’s the job ad.
Our client is one of the world’s leading e-commerce companies, providing both B2C and B2C2C sales and services on a global level. They believe that their success is driven by the quality and experience of talented people working together, and are looking for an eager and passionate technical product manager to join their high achieving team
Reporting to the Head of Product, the main focus of this role will be the technical management of the Merchandising Portfolio and to deliver solutions in consultation with key stakeholders to ensure 100% quality delivery. This pivotal role within the team is multi-dimensional and would suit someone who is both strategic and technical.
Other responsibilities include:
- Scope product requirements in consultation with the Merchandising team in order to plan and deliver a roadmap that is aligned with the business
- Apply data-driven insights and qualitative research to ensure the most relevant and impactful product development
- Manage relationships with key stakeholders to ensure successful delivery of products
- Continually improve customer experience and maximise conversion through product initiatives
- Outline product opportunities and requirements that align with the overall business strategy quarterly and annually
To be successful in this role you will have:
- Strong business competence – interpreting key user and business insights and metrics into solutions and opportunities
- Proven ability to demonstrate a structured approach to problem solving
- Strong understanding of current and emerging technologies in the online marketplace, and their application and limitations
- Seasoned experience in scoping ideas; building business cases, strategies and project plans
- Project planning – end to end
- Confident in implementing web/digital projects from large websites to CRM projects and micro sites/mobile applications/multimedia
About a 2 months ago a client from a large financial institution said to me with excitement “It’s the Age of Product Management” as we discussed the plans to support his Product Management team to be more effective in their roles.
This comment got me thinking about the evolution of Product Management over the last 10 years.
1. You are Not Alone
Brainmates ran our first Product Talk in 2007.
At that time, there were no meetups, no Product Camps, and no Product Management conferences. At that first talk only 7 people turned up but we were elated. It’s certainly changed since then. Continue reading...
Harsh But Good Advice for Budding Product Managers and Product Marketers
I have been in the game of product management and product marketing for a while now — 13 years. Over that time I have learnt a thing or two and have made just as many mistakes. One thing I do know is that these roles are awesome. This is what I love to do.
What is not to like about these kinds of roles? You work with essentially all other business units, you drive strategy for the business through your portfolio, you get to work with lots of customers, it is a highly visible role and it usually pays pretty well. Continue reading...
Build Business : Build Brand : Enable Organisation
As Product Marketers and go-to-market professionals there are so many things we could be doing today. Sometimes it is difficult to know which activities are the most meaningful and which should be prioritised. With a few points of consideration though, we can ensure we keep our eye on the prize and use our time and resources wisely.
Every organisation has fundamental objectives. Perhaps it is revenue growth targets, customer engagement targets, profitability, or perhaps a service level agreement. A basic rule that helps ensure product marketing activities are grounded in what is most important is to ensure product launch objectives are aligned to an organisations fundamental objectives. This not only ensures that your go to market objectives support the organisations overall objectives, it is critical when you need to secure essential collaboration from other departments. Seems basic, but if a product marketer does not ensure organisational alignment of go to market objectives then securing interdepartmental cooperation is going to be very difficult.
The tenets I use to ensure go to market tasks are supporting the execution of a strong product launch are: Build Business, Build Brand, Enabled Organisation. If an activity does not fit well into one of these tenets then perhaps it shouldn’t be done. Continue reading...
The Ultimate Value Creators and Customer Advocates
The process of promoting a product is fundamental for any business, but it is surprising how uncommon the role of Product Marketer is in many Australian organisations. Often, the task of launching a product or owning a go to market plan is shared across numerous roles like sales, marketing, product management and engineering. This is the challenge that needs addressing.
How many of you have experienced this scenario? A new product version is ready for release. To promote it the Marketing and Communications Manager gets a copy of the product features list from the product manager. This is then used to draw up a press release (including glowing quote from the product manager), an updated data sheet and a slide deck for a ‘What’s New?’ webinar. Voila, campaign ready. Naturally, the market respond poorly and another campaign falls flat. What is wrong with that picture? There is no value. This campaign is a typical example of an internally focused, feature-fuelled jibber-jabber fest. Continue reading...