Director, Strategic Product Marketing

Project Management Institute

22h•$184,800 - $220,800

About The Position

PMI is looking for a Director, Strategic Product Marketing, who will own the product marketing strategy and GTM orchestration across PMI’s full portfolio. The Director, Strategic Product Marketing turns market insight, product strategy, research, practitioner understanding, and operational readiness into clear portfolio positioning, integrated GTM plans, market education, and measurable commercial outcomes. They ensure PMI’s products do not show up as disconnected launches, but as a coherent set of capabilities serving professionals, organizations, partners, and the future of the project management profession. This is a portfolio-led role with four connected responsibilities: product marketing, content strategy for GTM, evangelism and profession-level storytelling, and GTM operations/readiness governance. This role does not replace content marketing, product operations, certification delivery, web operations, or regional activation. Instead, it owns the product marketing strategy and GTM operating rhythm that connects those teams. The role ensures positioning, content needs, launch plans, product detail pages, exam-related assets, delivery dependencies, enablement requirements, and regional activation needs are aligned before execution begins. The Director, Strategic Product Marketing operates at altitude with executives, at ground level with launch teams, and in coaching mode with their team that includes junior Product Marketing Manager (PMM) talent and Go To Market (GTM) operations capability.

Requirements

8–12+ years of product marketing, portfolio marketing, product management, or related strategic marketing experience.
Experience leading or directly managing marketers, ideally including junior or developing team members.
Strong understanding of the project management discipline and profession, or deep experience in an adjacent professional certification, education, workforce, SaaS, learning, or knowledge-platform business.
Proven ability to build positioning and messaging for complex product portfolios, not just individual launches.
Experience turning research, thought leadership, customer insight, and market signals into product positioning, GTM strategy, sales narratives, and campaign briefs
Experience building product marketing and GTM systems for a complex portfolio, including launch tiering, readiness planning, stakeholder alignment, and post-launch optimization.
Ability to connect strategic positioning with operational execution, ensuring that GTM promises are supported by web, commerce, delivery, enablement, content, and customer-facing readiness.
Comfort working across operationally complex product environments where delivery partners, web/product detail pages, certification or assessment requirements, commerce flows, and regional execution affect market success.
Experience developing integrated marketing plans across web, email/CRM, content, PR/comms, sales enablement, community, paid media, partner marketing, and regional activation.
Experience supporting multiple sales or distribution motions, such as DTC retail, direct sales, online commerce, partner channels, B2B, or distribution.
Ability to work in a global organization with multiple stakeholders across regions, functions, and time zones.
Strong executive communication skills, including the ability to simplify complexity, defend strategic choices, and align stakeholders before execution begins.
Strong writing ability, including messaging, briefs, sales narratives, web copy, launch materials, and executive-ready recommendations.
Portfolio thinking: Ability to see how products connect, overlap, compete, sequence, and ladder into a stronger market story.
PMM system-building: Ability to create clearer briefs, launch standards, GTM playbooks, readiness processes, and repeatable ways of working — not just execute individual launches.
Market education mindset: Ability to shape understanding, shift audience beliefs, and explain why PMI’s products and capabilities matter now.
Content-aware positioning: Ability to use research, thought leadership, community insight, customer proof, and practitioner expertise to strengthen product positioning and GTM strategy.
Roadmap influence: Ability to bring market signals back to product and identify what should be built, clarified, packaged, prioritized, or retired.
Executive translation: Ability to explain complex portfolio strategy clearly to executives, product leaders, sales teams, partners, regional stakeholders, and external audiences.
Cross-functional leadership: Ability to align teams across product, marketing, content, creative, web, sales, delivery, partner, and regional functions before execution begins.
Operational judgment: Ability to manage competing priorities, dependencies, timelines, and launch complexity while maintaining strategic focus.

Nice To Haves

Travel up to 30%

Responsibilities

Portfolio positioning and strategic narrative. Develop and maintain a portfolio-level POV across PMI’s product ecosystem. Define how products fit together, where they reinforce each other, where there is overlap or friction, and how the full portfolio should be understood by practitioners, enterprises, partners, and regional markets. Create the messaging architecture that gives PMI’s portfolio a clear spine across audiences, regions, channels, and customer journeys.
Portfolio GTM prioritization and positioning governance Own the product marketing operating model that determines how GTM strategy, PMM capacity, and readiness work are allocated across PMI’s portfolio. Establish tiering principles for launches, lifecycle moments, product updates, and long-tail offerings so flagship motions receive appropriate focus while smaller offerings are supported through scalable playbooks. Maintain the portfolio positioning system over time, ensuring PMI’s certifications, learning products, thought leadership, community insights, and market education efforts ladder into a coherent story for practitioners, organizations, partners, and regions.
Product marketing strategy and GTM architecture Own the strategic product marketing work behind launches, campaigns, lifecycle moments, and portfolio priorities. Translate product strategy, market signals, customer needs, competitive dynamics, and research into positioning, messaging, audience strategies, GTM briefs, sales narratives, and activation plans. Develop integrated GTM plans that clarify audience, insight, value proposition, channel strategy, content needs, enablement requirements, success metrics, and operational dependencies.
Team leadership and PMM/GTM operating model. Lead, coach, and develop a four-person team spanning product marketing and GTM operations. Set clear expectations for PMM quality, GTM readiness, launch planning, stakeholder communication, and operational discipline. Build repeatable systems that raise the team’s capability over time, including positioning briefs, launch tiering, GTM checklists, portfolio calendars, product detail page readiness standards, content needs briefs, competitive updates, sales enablement requirements, and launch retrospectives.
Content strategy for product positioning Partner with content marketing to shape how PMI uses research, thought leadership, practitioner insight, community knowledge, customer proof, and cultural or regulatory moments to support product positioning and GTM priorities. Own the product marketing input into the content strategy: the market problem to clarify, the audience belief to shift, the proof points that matter, the products that should be connected, and the role each content asset should play in the funnel. Content marketing owns the editorial calendar and content execution; this role ensures the content agenda is connected to portfolio strategy, launch priorities, audience needs, and measurable GTM outcomes.
GTM readiness and commercialization operations Own the GTM operating system that turns portfolio strategy into executable market delivery. Partner across product, certification delivery, web, delivery partners, content, legal/regulatory, regional teams, sales enablement, and customer-facing channels to ensure launches and lifecycle moments are operationally ready. This includes visibility into product delivery dependencies, exam content outline updates, product detail page readiness, SKU or catalog needs, web and commerce requirements, partner delivery handoffs, launch checklists, internal readiness milestones, and post-launch issue resolution. The Director is accountable for ensuring these dependencies are identified, sequenced, assigned, and escalated early, not for personally owning every operational task.
Market education and evangelism Help PMI become a more visible and credible voice in the market on the future of the profession. Shape product and portfolio narratives that can travel through press, thought leadership, conferences, partner ecosystems, community discussions, executive communications, and sales conversations. Serve as a credible product marketing voice who can explain what PMI’s products do, why they matter, how they connect, and what larger market need they answer.
Launch, lifecycle, and regional activation planning Oversee GTM strategy for new products, major product updates, lifecycle moments, and portfolio-level campaigns. Ensure launches are part of a larger product and market education roadmap. Drive alignment across owned, earned, paid, partner, community, sales, web, commerce, delivery, and regional channels. Partner with regional teams to adapt global positioning and GTM plans for local market needs.
Competitive intelligence and market feedback: Build a disciplined approach to competitive intelligence and market sensing. Gather input from customers, sales teams, regions, press, forums, communities, partners, research, and competitive offerings. Turn these signals into actionable feedback for product, portfolio planning, messaging, packaging, and roadmap prioritization.
Sales, partner, and stakeholder narrative Translate portfolio and product strategy into narratives that work for sales, partners, executives, the CEO, the board, and external stakeholders. Define the metrics that show whether GTM efforts are working, including awareness, search visibility, answer visibility, share of voice, conversion, sales pipeline, partner amplification, content performance, market education, and regional adoption.
Creative and campaign input. Provide strategic direction to creative, web, content, and campaign teams. Write or sharpen copy when needed, but primarily set the strategic brief and message standard: audience, insight, message, proof, desired action, and business outcome.