Where does Product Ops end and Product Marketing begin?

I’m going to sound like a broken record, but we should really be looking at Product Ops as a way to force multiply the work of our teams vs. carving out responsibilities from other roles and giving them to Product Ops. If you don’t have any Product Marketing Managers (PMM), maybe you would ask Product Ops to take on some PMM functions (like GTM), but you should be asking why we aren’t hiring PMMs if that’s the case :)

Ok so then what does PMM "generally" do:

• Go-to-market (GTM) / Sales Enablement: You need to be binary here: Product Ops owns GTM 100% or Product Marketing does. And I mean end-to end ownership of GTM. Don’t cut in half. Its already complex enough to manage GTM activities between a PM and PMM, so if you insert a 3rd role/person in that relationship you are just going to set up Product Ops to be the "runner" of probably the least glamourous parts of GTM, and create a lot of waste and frustration.
• Competitive Research: I think that if you have a lot of PMMs doing this you could make this a force multiplier, but it can’t just be doing the research and saying "here are my notes from the earnings call." The bar should be higher and Product Ops should be briefing "everyone" on what this means, and delivering actionable insights in the context of your work/roadmaps to help PMMs, PMs, etc. move faster.
• Market Strategies and Monetization: This is a huge value that great PMMs bring and they spend years learning and mastering these aspects of the PMM role. Product Ops should not touch this IMHO

I love this question because it speaks to an anti-pattern, I see with Product Ops where some orgs see it as a way to scale by splitting a role to create more capacity / put 2-3 people in the "same box." Might sound great on paper, probably not so much for the people in those roles.