GTM Is Not Someone Else's Job Anymore

The PM who only writes requirements documents is going to be the first one let go, and it will not be because of AI directly.

The short version

GTM is not someone else's job anymore. The convergence between product management and product marketing is accelerating, and the direction is one way: PMs are picking up market research, pricing experiments, creative briefs, and ownership of the activation funnel, not the reverse. This tracks with the role collapsing into building, because activation and pricing are not adjacent to product building, they are the parts of building that decide whether the thing you built gets used. AI collapses the gap the same way it collapsed the PM-to-engineer handoff: prototype the product, prototype the activation flow, run the pricing experiment, write the positioning brief. This does not mean PMs replace product marketers. It means the job that stops at requirements and roadmap is describing half a job in a market that pays for the whole one.

The convergence between product management and product marketing is accelerating, and the direction of travel is one way: PMs are picking up market research, pricing experiments, creative briefs, and ownership of the activation funnel, not the reverse. This tracks with everything else I have argued about the role collapsing into building, because activation and pricing are not adjacent skills to product building, they are the parts of building that determine whether the thing you built actually gets used.

The old division of labor made sense when go-to-market required a different set of muscles, campaign coordination, sales enablement, channel relationships, than product development did. AI collapses part of that gap the same way it collapsed the PM-to-engineer handoff: the PM who can prototype the product can also prototype the activation flow, run the pricing experiment, and write the positioning brief, because all three are now closer to build a thing and look at the evidence than they used to be. Pricing especially is a product decision now, which is the whole argument behind per-outcome pricing.

This does not mean PMs replace product marketers. It means the PM job description that stops at requirements and roadmap is describing half a job in a market that increasingly pays for the whole one. The PMs who will hold their ground are the ones who treat activation as inside their scope, not a handoff to a PMM they wait on. That is uncomfortable for anyone who built a career on the coordination model, because it means the coordination model is no longer enough to be indispensable. It is the same move I described when the PM escaped the product team.

I would rather say this plainly than soften it: if your job stops at the spec, you are optimizing for a version of product management that the market has already started to phase out.