Product Marketing Manager, TalentPro (3 Month Contract)

ProService Hawaii is a company that empowers local businesses by handling payroll, HR, and benefits. They are seeking a Product Marketing Manager for a three-month contract to build the go-to-market motion for TalentPro, a new managed talent-acquisition service aimed at small businesses in Hawaii.

Responsibilities:

• Build the core product positioning, messaging framework, and competitive differentiation for TalentPro, and drive it to sign-off with marketing leadership and the GM within the first three weeks
• Define buyer personas and audience segmentation across Hawaii's small-business market — restaurants, healthcare clinics, construction, retail, and hospitality
• Develop the go-to-market strategy, launch timeline, and rollout sequencing across beta, limited availability, and general availability
• Create the sales enablement package — battle cards, FAQs, and objection-handling guides — and brief the sales team ahead of general availability
• Produce and coordinate launch collateral end to end: landing pages, one-pagers, case studies, announcement materials, and campaign content
• Define adoption, pipeline, revenue, and awareness KPIs, stand up the tracking framework, and deliver a post-launch retrospective before the contract closes

Requirements:

• You've built positioning for a product with no track record
• You've sat down with an incomplete spec and a moving price point and produced a value proposition that held up in front of customers
• You write clearly enough that sales uses your material without rewriting it
• Your battle cards and FAQs get pulled into live calls because reps trust them
• You find the angle nobody else is using
• You've rejected the obvious industry framing and found a story that made a service feel necessary rather than optional
• You run a launch plan, not a task list
• You've held a fixed date with three or four workstreams in flight
• You've made the sequencing calls yourself and gotten the assets live on time
• You bring stakeholders along instead of routing around them
• You've had two senior leaders with different priorities and made the case with evidence until both were genuinely behind the plan