Whether you’re charting a career, seeking industry intel direct from the (crowd) source, or curious about the product-led trajectory, join the CEO of the Product School, Carlos Gonzalez de Villaumbrosia, for a close up on the future of product management.

1. The Future of
Product
Management
Carlos Gonzalez de
Villaumbrosia
Founder and CEO of The
Product School
Product Management
Today
Empowering You to
Empower Them
Rayvonne Carter
Webinar Coordinator,
Product Management Today
March 23, 2022
11:00 am PST
2:00 pm EST
7:00 pm GMT
With
&

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Center’s (BARC) BI & Analytics Survey 21 across several categories, including Operational BI, Embedded
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4. Carlos Gonzalez
de Villaumbrosia
Founder and CEO of Product School
in/villaumbrosia/

5. 1.5 Million+
Product professionals worldwide
10,000+
Certified Product Managers
1,000+
Events per year
4
Conferences per year
The World's Largest
Product Management
Community

7. 5,000
Product Professionals
Surveyed
10
Silicon Valley
Product Executives
9
Working Group
Members
This year, Product School is
teaming up with select Product
Leaders from a broad range of
backgrounds to uncover the trends
that are driving our industry.
The Third Annual
Future of Product
Management Report
Top Product-Led
Companies
3

8. POLL
1

9. 26%
Product Manager
We Reached Product
Professionals At All Levels…
19%
Senior / Group PM
18%
Other Product Roles
7%
Director of Product
6%
Aspiring PM
3%
VP of Product
2%
CPO

10. POLL
2

11. …Around the World

12. Retail
6%
Media & Entertainment
5%
Education
5%
Professional Services
5%
Technology
33%
Other
24%
Financial Services
15%
Healthcare & Pharmaceuticals
7%
… From all Industries

13. Kylie Fuentes
SVP of Product @
Salesforce
Manik Gupta
SVP @ Microsoft
Ebi Atawodi
Director of Product @ Netflix
Nikhyl Singhal
VP Product @ Meta
Michelle Parsons
CPO @ Hinge
Shiva Rajaraman
VP Product @ OpenSea
Surojit Chatterjee
CPO @ Coinbase
Mamuna Oladipo
VP Product @ Shopify
Joff Redfern
CPO @ Atlassian
Stephanie Neill
VP Product @ Amazon
Meet the Visionaries

14. Meet the Working Group

15. Partners Who Are Helping
to Make This Happen

16. Background Diversity
Compensation &
Values
Product Career Paths
Product-Led Growth
4 Key Trends Driving
The Industry

17. POLL
3

18. Product-Led
Growth and the
Need for Product
Pipeline
PLG is making companies more customer-
centric as they ask “why” first instead of leading
with business or sales metrics. This shift in
mentality is increasing the demand for Product
talent. The result is a shortage in the pipeline for
these Product roles.

19. Product Management is one of the fastest growing roles on the market (LinkedIn)
- 44% of companies are hiring more Product
Managers
- 35% of companies see Product Leaders
driving annual planning
- And 31% of companies see more budget
being dedicated to Product teams
Product-Led
Growth and the
Need for Product
Pipeline

20. Product-led companies leverage their product to
lower customer acquisition costs without being
bound to high-touch and costly sales resources.
Even in B2B, retention and expansion has a
strong correlation with actual product adoption.
This is bringing a closer relationship between
marketing, product, and customer success
teams.
Product-Led
Growth: Case
Study

21. Cultivating a growth-mindset
and grounding decisions in
PLG is critical for long-term
adoption and success
Align team and company
goals with PLG
Product Managers are in
high demand, especially
those with experience
working at Product-led
companies
Prioritize opportunities in
Product-led companies
The Product talent pipeline
should be a top priority as
competition is likely to heat up
for Product roles
Work with Product Leaders to
hire PMs with PLG experience
For Product Managers For Product Leaders For L&D Leaders
Key Takeaways

22. POLL
4

23. Compensation,
Values, and How
Companies Can
Drive Retention
Since PLG is driving growth in demand for
Product roles, hiring managers and Product
Leaders should be mindful about what values
Product people hold and how their
compensation expectations have shifted.

24. Product Managers are 149% more likely to receive a promotion (LinkedIn)
The average voluntary turnover in the tech industry is only 15% (LinkedIn)
66% of Product Managers have changed jobs in
the past 2 years
The average voluntary turnover for Product
Management is 26%
Values like the types of products they work on
and flexible work hours drive retention but better
compensation is a huge reason (31%) why
Product Managers leave
Compensation,
Values, and How
Companies Can
Drive Retention

25. People don’t usually go into Product
Management because they want to follow
orders and constantly seek approval.
Rather, they want to be independent
thinkers and problem solvers with room to
innovate. When a Product Manager doesn’t
feel like their current gig is giving them that
chance, they’re likely to look elsewhere for
a job that will let them scratch that itch.
Compensation,
Values: Case
Study

26. Communicating the value of
the work Product teams are
doing and how that aligns
with the company’s vision is
critical for making a team
feel empowered and fulfilled
Be clear with Product teams
about their individual value
and how they’ll contribute
Thinking beyond
compensation and digging
into company values and the
types of products Product
Managers will be exposed to
is key for finding the right fit
Think beyond compensation
and determine your non-
negotiable values
Boast about company
values far and wide,
especially with the
candidates in the pipeline,
and double-down on training
to demonstrate investment
in people
Compensate competitively,
not just fairly, to attract the
best Product talent
For Product Managers For Product Leaders
Key Takeaways
For L&D Leaders

27. POLL
5

28. Diversity, Equity,
and Inclusion in
the Product
Hiring Process
Because of the growth of PM and immaturity of
talent pipelines, recruiters have to broaden their
searches for qualified candidates which is
diversifying the talent pool.

29. The gender distribution in Product Management remains
uneven at 34% female and 66% male (LinkedIn)
- More than 50% of Product Managers have a
non-technical background
- 42% of Product Managers have a Bachelor's
degree, while 38% having a Master’s degree
- The diversity in backgrounds is shaping the
adoption of low-code and no-code tools,
especially outside of the US where more Product
teams use these tools
Diversity, Equity,
and Inclusion in
the Product
Hiring Process

30. Companies that commit to DE&I have allowed
them to build products that also reflect a diverse
and inclusive user base: DE&I is being reflected
at every stage of an organization, from team
composition right down through product
features.
Diversity, Equity,
and Inclusion:
Case Study

31. Define what DE&I means for
Product teams and highlight
the benefits of having
Product Managers from
diverse backgrounds
Set meaningful expectations
around diverse backgrounds
and DE&I
Background is no obstacle
and demonstrating what
makes a Product Manager
unique could even be an
advantage
Employ an inclusivity
mindset throughout the
Product life cycle
To keep up with the demand
for Product talent, recruiting
from more diverse
backgrounds could be a
competitive advantage
Train teams on the
importance of DE&I and
recruit towards those goals
For Product Managers For Product Leaders
Key Takeaways
For L&D Leaders

32. POLL
6

33. The Evolution of the
Product Career and
the Impact for
Product Leaders
Product Managers don’t have a clear vision for
advancement within their organizations due to structures
and processes not keeping pace with the growth of the
function. But the Product role is evolving with more
Individual Contributor (IC) tracks emerging much like what
we’ve seen with marketing or engineering functions.

34. 94% of employees say they would stay at a company
longer if it investing in learning and development
(LinkedIn)
- The path to the top of Product Management isn’t straight
forward, with IC roles and specializations becoming more
common
- 43% of Product Managers blame being overloaded at work
for not learning new skills
- Mentoring, setting up organizational structures, and
providing ongoing learning are critical
The Evolution of the
Product Career and
the Impact for
Product Leaders

35. Companies have seen their onboarding process extend
out from a matter of days to a matter of weeks. This is still
rare: Often junior PMs are thrown onto teams with a “sink
or swim” mentality, and senior PMs still have little room to
grow. Onboarding, mentorship and Product Ops are the
tools that successful product-led companies are using to
not only attract talented PMs, but to provide the structures
and pathways they need to stick around and enjoy a
home for their career growth.
The Evolution of the
Product Career:
Case Study

36. Provide structured career
advancement tracks for
Product teams and give
Product Managers the space
and guidance they need to
grow into their desired future
roles
Focus on managing
overloaded team members
and providing career support
Companies aren’t always
ready to provide a clear
career path, so being willing
to explore options and take
charge of the Product career
path is the best way to move
up in Product
Learn to say yes to right
things so there’s still time to
learn new skills
Build and communicate
clear Product career ladders
within the company to
ensure Product talent can
learn, develop, and grow
within the company without
having to leave
Train teams to advance in
their careers internally with
expert guidance
For Product Managers For Product Leaders
Key Takeaways
For L&D Leaders

37. Get Priority Access
futureofproductmanagement.com
Expected Launch
April 12, 2022

38. Founder and CEO, Product School
Q&
A
Carlos Gonzalez de Villaumbrosia Rayvonne Carter
To view more from the Empowering You to Empower Them Series visit
https://www.productmanagementtoday.com/webinar-series/12203/empowering-you-to-empower-them
Webinar Coordinator, Product Management Today
/in/villaumbrosia/
@villaumbrosi
a
productschool.com
/in/rayvonnecarter/
@ProdMgmtToday
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