Product Marketing Manager

Mappedin•,

About The Position

Mappedin is the leading indoor mapping platform transforming the way venues are experienced, managed, and understood. Built for scale and trusted by the world’s biggest brands, our AI-powered tools make indoor mapping fast, flexible, and easy to integrate—powering indoor experiences at top destinations worldwide. With billions of square feet mapped across 57 countries, we help make public spaces easier to explore, simpler to manage, and safer for every visitor. We're a growth-stage company with a strong and expanding customer base, growing quickly and backed by institutional investors. The product works. The team delivers. The next chapter is making sure the world knows it. Mappedin's marketing team has grown significantly and built real momentum. What we're adding now is product marketing with real teeth — someone who can take a genuinely compelling product and build the story that scales it. The company has historically been engineering-led. The product is deep and technically sophisticated. The opportunity — and the job — is to move the narrative from feature-centric to value-led: anchoring messaging in outcomes, building the launch infrastructure the team needs, and becoming the connective tissue between what we build and how the market understands and buys it. This is not a support role. You'll own three pillars simultaneously — messaging and positioning, product launches, and sales enablement — with enough autonomy that the function shapes Mappedin's go-to-market motion, not just supports it.

Requirements

B2B SaaS product marketing experience — you've worked in software, ideally at a company where the product was technically complex and the buyer wasn't obvious.
You've owned messaging and positioning for a multi-use-case product — not just executed against a framework someone else built. You can point to before and after.
You've moved a company's story from feature-led to outcome-led — and you can describe specifically how you did it.
You've run or meaningfully shaped a product launch process — not just participated in one. You know what good looks like and you've built toward it.
Your enablement work actually got used. Sales reps changed how they talked about the product because of something you made.
You're comfortable as a generalist. This role covers multiple verticals and buyer types — there's no per-vertical specialist to hand off to.
You've spent real time with customers. Your perspective on what buyers need comes from firsthand conversations, not briefs or second-hand summaries.
You move without waiting for a complete brief. You orient fast, form a point of view, and get to work.

Nice To Haves

You've spent your entire career in large company PMM environments with significant support infrastructure — and have never owned the full motion solo.
You're a specialist — one vertical, one product surface, one part of the PMM function — and you're not comfortable holding the full story.
You approach messaging as a writing exercise rather than a market positioning problem.
You wait for product to hand you a brief before you start thinking about the launch.
You need clearly defined lanes and complete information before you move.

Responsibilities

Take end-to-end ownership of how Mappedin talks about itself. Audit where the story breaks down, where value gets lost in technical language, and where the human story isn't being told. Build a positioning framework that holds up across verticals and buyer personas — airports, malls, stadiums, campuses, public safety, OEM partners — and evolve it as the product and company grow.
Build the launch infrastructure Mappedin needs. Define launch tiers, create repeatable templates, and establish the rhythms that turn engineering velocity into market momentum. Own both internal readiness — sales, CS, support — and external execution. Mappedin ships fast; this person keeps pace with it.
Work closely with the sales team to understand where deals stall, where confidence breaks down, and what tools and narratives would change that. Produce the materials that actually get used: positioning briefs, battlecards, demo narratives, and objection handlers. This is a strategic partnership, not a deliverable queue.
Know the customer deeply enough to represent their perspective without waiting for a formal research cycle. Spend time with sales, CS, and customers directly. Bring what you learn back into messaging, launch decisions, and product conversations — and make it a habit, not a project.