A product manager isn't trained to be a salesperson. That sounds obvious, but in practice, it's increasingly being questioned. More and more companies expect commercial product managers to take on responsibilities that actually belong to Sales, based on the assumption that the person who knows the product best must also be the best person to sell it. That's a flawed assumption with costly consequences.
Two different skill sets, two different responsibilities
Sales professionals are trained to sell, using techniques for handling objections, closing deals, and negotiating. A product manager is trained for something different: understanding the product, positioning it, and translating that positioning into a compelling sales proposition. That's a form of selling, too. But much of that work happens internally, not in customer negotiations.
Where the PM actually sells
- Internally, to different stakeholders: senior leadership, R&D, and Regulatory
- During product presentations at the point of sale
- In internal and external presentations
- At trade shows and conferences as a subject-matter expert
Where Sales sells
- Directly to customers, during negotiations
- Using techniques developed specifically for selling
- Supported by the sales materials the PM provides
A growing expectation built on the wrong strategy
More and more companies essentially want the product manager to act as a second salesperson. That isn't necessary, and it's the wrong answer to a real problem. What's actually missing in these cases isn't another salesperson. It's an effective marketing approach.
When Sales struggles to sell, it's rarely Sales' fault
A recurring pattern: Sales struggles to sell a product because the product manager lacks the marketing expertise needed to prepare the sales team properly in the first place. Brochures that focus on features instead of customer value. Presentations that are technically accurate but fail to persuade. Missing or outdated sales messaging and objection-handling materials.
That's a problem with how the company has structured its commercial responsibilities, not necessarily a performance issue within Sales. When a company then wonders why its sales team can't sell the products, it often looks in the wrong place. Sales shouldn't have to compensate for that gap. The product manager needs strong marketing capabilities: clear communication, compelling value propositions, and the ability to translate technical complexity into language customers understand.
What a company should examine instead
Instead of putting additional sales pressure on the product manager, companies should ask a more useful question: Does the product manager provide materials that actually enable Sales to sell? Do they consistently translate technical features into customer value, or does the messaging remain stuck at the level of specifications? That's the real commercial capability companies should be looking for, not sales talent in the traditional sense.
A product manager who can persuade internal stakeholders, communicate value clearly, and prepare Sales effectively has done the job. Turning that person into another salesperson doesn't solve the problem. It only distracts from the real issue: a lack of marketing expertise where it's needed most.
Published August 2026