Product Marketing Manager

Required Skills & Experience
• \tBachelor’s degree \n•\tAt least 5 years of product marketing experience, managing the full business case life cycle \no\tBuilding business case, coming up with product options, how should they sell it, what is the GTM plan\n•\tGo to market experience \n•\tRegulated industry experience \n•\tExperience with CRM tools like Hubspot or Salesforce \n•\tGreat communication and presentation skills

Nice to Have Skills & Experience
• \tUtility experience \n•\tUnion experience

Job Description

We are looking for a product marketing manager (PMM) who sits between product, sales, and customers. They own how a product is positioned, priced, and brought to market — the “why buy this” story, not the “how it’s built” engineering.\n\nCore responsibilities:\n\n  •  Market research — sizing demand, understanding competitors, segmenting customers\n  •  Positioning & messaging — what makes the product worth buying, in plain language\n  •  Pricing strategy — working with finance/product to land on the right model\n  •  Go-to-market planning — launch timing, channels, sales enablement\n  •  Sales & customer support enablement — training reps, building collateral\n  •  Post-launch tracking — adoption, feedback, iteration\n\nFor a utility launching a surge protection product, a PMM would typically:\n\n  1.  Research the opportunity — survey customers on pain points (appliance damage, past claims), study competitors (home warranty companies, insurers, other utilities already offering this)\n  2.  Define the offer — work with product/legal on whether it’s whole-home surge protection, a device add-on, or a service plan; help decide pricing tiers\n  3.  Craft positioning — translate “protects your home from voltage spikes” into messaging that resonates (e.g., peace of mind, avoiding costly appliance replacement)\n  4.  Build the launch plan — decide whether it rolls out via bill inserts, call center scripts, the utility’s app, or door-to-door — and set launch KPIs (signup rate, revenue targets)\n  5.  Enable customer-facing teams — train call center and billing staff on how to explain and sell it, create FAQs for common objections (“Is this the same as my insurance?”)\n  6.  Measure and iterate — track uptake, churn, and complaints post-launch, then refine pricing or messaging\n\nSince utilities have a captive, trusted customer base but often low marketing sophistication, the PMM’s biggest value-add is usually translating a fairly technical/insurance-like product into something a bill-paying customer immediately understands and trusts.