Sr. Product Marketing Manager - Subscription Growth

Chamberlain Group•Oak Brook, IL

About The Position

Chamberlain Group (CG) is a global leader in intelligent access and Blackstone portfolio company. Powered by our myQ technology, we make access simple and secure for millions of homeowners, businesses, and communities worldwide. Our flagship brands, LiftMaster® and Chamberlain® , are found in 51+ million homes, and 14 million+ people rely on the myQ® app daily. This role sits on the myQ Residential Services Marketing team and owns cohort activation orchestration for subscription growth. For each priority cohort, this person decides what we say, on which surface, in what sequence, and what we are testing, then holds partner teams to that plan across in-app, email and CRM, push, paid, and web. This person is also the direct marketing counterpart to Product for software and AI feature releases, carrying brand and subscription messaging into cohort- and release-level language for new features, tiers, and campaigns. The role owns subscription demand that reaches hardware owners who are not subscribers and not active in the app, and partners with Data Science to turn propensity and LTV scoring into activation priorities. Success looks like higher attach on the installed base, a richer premium-tier mix, and cohort activations that move from test into always-on.

Requirements

Bachelor's Degree
7+ years in product marketing, subscription growth, or growth marketing (consumer preferred).
Demonstrated PMM chops: positioning, messaging, audience activation, and go-to-market for software or feature releases that measurably improved attach, conversion, or upgrade rate.
Experience owning a cross-functional activation plan that multiple execution teams delivered against without direct reporting authority.
Experience running paid media tests in partnership with a central media team or agency, and building the case that earned incremental investment.
Experience designing and leading an experimentation agenda, scrappy enough to launch a lean test and disciplined enough to scale a validated winner to enterprise rollout.
Strong subscription messaging and positioning: can apply an established value framework into clear, tier-differentiated language by cohort, and can hold the pen when many stakeholders have an opinion.
Analytical mindset and KPI fluency (attach rate, premium tier mix, LTV, cohort retention, conversion funnels); can translate insights into roadmap decisions.
Strong cross-functional influence across Product, Data Science, personalization and Martech, lifecycle and CRM, channel, Creative Strategy, and central media, with clear respect for owned scope boundaries.
Test-and-learn operating posture: launches small, reads results cleanly, and scales winners; comfortable with attribution and incrementality tradeoffs.
Strong written and verbal communication, including executive-ready performance narratives and decision recommendations.

Nice To Haves

Smart home, connected devices, consumer apps, or hardware + software + services ecosystems.
Experience marketing software or AI features into an existing hardware installed base.
Familiarity with in-app messaging and paywall/upgrade experiences alongside Product teams.
Familiarity with personalization and Martech stacks (CDP, journey orchestration) as an activation partner rather than an owner, and with briefing centralized teams to scale validated activations.
Comfort with experiment design limits (sample size, cohort granularity, read time) and with attribution limitations.
Comfort building lightweight subscription growth systems (briefs, decision logs, offer libraries) that scale learning across teams.

Responsibilities

Own cohort activation orchestration: for each priority subscription cohort, define what we say, on which surface, in what sequence, and what we are testing across in-app, email and CRM, push, paid, and web, then hold partner teams to that plan.
Serve as the direct marketing counterpart to Product for software and AI feature releases, owning positioning, distribution, and review of in-app messaging for features that ladder into subscription conversion.
Translate the established messaging system into cohort- and release-level language for new features, tiers, and campaigns. The macro messaging system stays owned upstream; this role carries it into each release and audience.
Own subscription demand outside the app, reaching hardware owners who are not subscribers and are not active users, across paid, email, web, and partner surfaces.
Plan subscription go-to-market across the customer lifecycle, from free trial through upgrade and retention, with lifecycle and CRM as surfaces the plan runs on. Journey execution stays with the lifecycle team.
Own the post-tentpole subscription marketing plan for each major event (Prime Day, Prime Big Deal Days, Holiday), built into the event plan rather than handled after the fact.
Working from the established cohort framework, identify and validate which product use cases drive subscription value for each cohort; partner with Data Science to translate propensity and LTV scoring into activation priorities and campaign targeting.
Move realized premium tier mix through offer construction, articulation, and bundling, working against the tier and pricing architecture set by Product; take over hardware and software bundle optimization from Product following initial launch.
Design and run subscription paid media tests with the central media team and the Creative Strategy Lead; scale only what testing validates. Ongoing paid media investment for subscription is not currently approved and is earned through test results.
Extend subscription growth marketing to adjacent segments and partner teams as those opportunities are approved; no adjacent segment sits in current scope.
Establish operating rhythms and reporting that connect subscription performance to decisions and plan updates, and contribute to annual and quarterly planning by identifying subscription growth opportunities, resource needs, and expected impact.
Comply with health and safety guidelines and rules; managers should also ensure compliance across their teams.
Protect Chamberlain Group’s reputation by keeping information confidential.
Maintain professional and technical knowledge by attending educational workshops, reading professional publications, establishing personal networks, and participating in professional societies.
Contribute to the team effort by accomplishing related results and participating on projects as needed.