TL;DR – Growth Product Management unpacked

Growth is more than conversion tricks or A/B testing – it’s a mindset and strategic discipline. In this interview, Jakob Gehring (ex-mobile.de, AutoScout24) shares what sets Growth Product Managers apart, how they work, and why their role is becoming increasingly vital.

Key takeaways:

• Growth ≠ Growth Hacking: It’s not about quick wins, but sustainable user acquisition, retention, and value creation.
• Cross-functional by nature: Growth spans across all product areas and teams – alignment and communication are essential.
• Marketing meets Product: Growth PMs combine product thinking with a strong grasp of acquisition, channels, and user psychology.
• Different focus, same goal: While traditional PMs focus on features, Growth PMs look at usage and scalability – both roles complement each other.
• Team structure matters: Growth teams need product analysts, marketing experts, and flexibility in setup based on strategy.
• Biggest challenge? Coordination: Growth bridges silos, aligns goals, and fosters a shared understanding of how the company grows.

Ultimately, Growth PMs bring momentum to the organisation by thinking holistically, working cross-functionally, and keeping one question front and center: How do we grow – together?

Growth Product Manager or Growth Hacker?

Growth Product Manager – What’s That All About?

The term Growth Hacking originally referred to innovative and inexpensive methods in online marketing aimed at accelerating growth. Although traditionally associated with companies in the startup phase, Growth Hacking is now gaining relevance among established businesses.

In a blog post from 2010, Sean Ellis described a Growth Hacker as follows:

A growth hacker is a person whose true north is growth. Everything they do is scrutinised by its potential impact on scalable growth. […] The right growth hacker will have a burning desire to connect your target market with your must have solution. 

Sean Ellis: Find a Growth Hacker for Your Startup

What exactly does a Growth Hacker do, and how does this differ from a Growth Product Manager? Most importantly, what will the role of a Product Manager entail in the future?

The Growth Product Manager – An Interview with Jakob Gehring

Let’s consult an expert who has been studying the topic for a considerable time and is familiar with both roles – that of the Product Manager and that of the Growth Product Manager.

Martin: Jakob, would you mind introducing yourself briefly?

Jakob: Of course, Martin. I have over twenty years of experience working with digital products. I served as the Senior Product Lead Growth at mobile.de and, most recently, as the Director of Product at AutoScout24, overseeing the Growth department.

Martin: How long have you been focusing on this subject and how would you explain to a layman what the term Growth is all about?

Jakob: The term Growth can be easily translated as expansion. Although it may sound less trendy, it accurately reflects the significance of the term for the company. Every company aims to expand. However, Growth involves prioritizing the topic adequately and pursuing it with the right strategy. I have been increasingly passionate about it since mid-2019. Initially, alongside my normal role as a product manager, which has gradually evolved.

Martin: How would you categorise the term Growth Hacking in relation to this?

Jakob: That’s an intriguing question. In general, most people perceive Growth and Growth Hacking as the same thing. However, I see a challenge with Hacking. It implies a focus on quick fixes or short-term solutions to our problems. For example, rapidly optimizing conversion rates (CRO) and calling it a day. The Growth Hacker is seen as the individual who drives specific product enhancements. On the other hand, Growth encompasses more than just CRO. It represents a mindset that needs to be strategically, comprehensively, and sustainably integrated into the company.

Martin: What skills do you think a Growth Product Manager needs to have?

Jakob: Firstly, it’s crucial to have a genuine interest in the topic. It may sound simple, but I often find that the passion is lacking. To identify the necessary skills, one must delve into the realm that a Growth Product Manager deals with. Fundamentally, it doesn’t differ much from traditional product management. However, an important additional aspect is marketing. Since Growth involves acquisition, we need to consider which methods and channels are suitable for our growth potentials.

Jakob: And, in my view, a Growth Product Manager should have an overarching view of the entire company. When I examine the components and their connections, numerous questions arise that I must answer either through data or research. I need to have an affinity for user psychology. Lastly, one should be flexible and open to new ideas. It is rarely predetermined from the outset which path will ultimately solve the growth challenges.

Martin: What separates the traditional Product Management from a Growth Product Manager role, and why shouldn’t everyone aim to be one in the future?

Jakob: This is possibly one of the key aspects and a common point of confusion. In my view, both forms of product management must coexist and should complement each other. While traditional product management focuses on addressing and solving user problems directly, Growth aims to establish sustainability in user acquisition and ongoing value creation.

Jakob: Even though we are collaborating towards common objectives, we do so with distinct priorities. For instance, while the traditional product manager focuses on the feature’s experience, the growth manager may be concerned with enhancing the feature’s usage rate. Consequently, I would not assign all product managers alike responsibilities related to growth.

Martin: How do both work together when the goals and priorities can differ?

Jakob: Essentially, there should be a North Star metric in the company. Therefore, we work towards the same goal in one direction. Often, we segment our product based on company departments or user groups. This is one of the key differences. As a Growth Product Manager, you work on all areas of the product. That means communication among colleagues is essential. This is a great opportunity to align on product goals and the corresponding roadmap when discussing over an extended period. Lastly, OKRs (Objectives and Key Results) also serve as a means to communicate about short- and medium-term initiatives.

Martin: How does Growth Management work for established companies operating in a well-developed or even saturated market?

Jakob: The basic principle remains consistent. Our focus lies in acquiring users effectively, retaining them within the product, and leveraging the created value to attract new users. Depending on the company’s stage, we consider diverse objectives and subsequently explore various avenues. Specifically, in the case of startups, our initial priority is engaging new user segments, as our visibility on search engines may be limited.

Jakob: Contrastingly, established companies focus on defending or expanding market share. This is achieved through product optimizations or offering more choices to customers. When acquiring new users becomes more challenging, attention shifts to nurturing existing ones, known as retention. This involves increasing the value of each user. Sustainable growth, however, necessitates addressing all three questions.

Martin: In digital platforms, there are typically providers and consumers. Are there variations in Growth Management regarding these target groups?

Jakob: Not fundamentally. It is crucial to reiterate my earlier statement here. Growth is a mindset and should be embedded throughout the entire company. Addressing the topic of Growth for just one user group is of little benefit. Often, especially in marketplaces, the different groups are interdependent or enable potentials. Growth is a holistic craft. We must always consider the individual user within the overall framework.

Martin: How does an ideal Growth Team differ from a traditional Product Team?

Jakob: In comparison to the traditional team setup consisting of a Product Manager, Designer, Tech Lead, and developers, I deem the Product Analyst as essential. Without in-depth analyses, pinpointing the issues and limitations within specific areas of the product is quite challenging. The additional professions required depend on the product. The acquisition strategy sets the direction. Direct integration into the team is crucial, whether we focus on search engines, press coverage, or advertisements. If the Growth Team’s emphasis is on Engagement, we should also have an expert in customer or user communication within the team.

Martin: What are the main challenges in implementing the topic of Growth within a product organisation?

Jakob: To me, growth is the well-oiled machine that drives the company forward. Organizations often get in their own way—we split ourselves into user groups, business units, or platforms. That makes collaboration more difficult and requires strong coordination. This is where I see growth as a kind of connector. One of the main challenges is bringing all stakeholders together under a shared set of goals and creating a common understanding of how the company grows.

Martin: Jakob, thank you for the conversation!

What experiences have you had with growth in product management? Feel free to leave a comment or message us directly.

About Jakob Gehring

Jakob Gehring has over two decades of experience working with digital products. During this time, he has engaged with various technologies and industries, including developing online banking for Commerzbank, launching an iOS app for Toshiba Medical, and creating a billing system for an AdTech startup. Eventually, he transitioned into product management to merge his desire to understand users with his passion for data.

Book Recommendation

Click, buy, and enrich me – my literature recommendation on the subject and an enlightening read on Growth Hacking: Hacking Growth: How Today’s Fastest-Growing Companies Drive Breakout Success

Hero Image: Mount Aka (Japan) by Martin Heckmann