Should a product marketing team have a growth product marketer? If so, when, and what should we think about their focus and scope of work?

If there’s a Growth Product & Engineering team that has enough work to support a growth product marketer, then I’d say it makes sense. Their work and scope should be closely mapped to the roadmap of the Growth Product team. Typically will be focused on experiments to improve core user metrics through product adoption, rather than big GTMs / product launches. 

Product Marketing teams need Growth Product Marketing Managers. This close relationship is especially important when the initial product launch and go-to-market moment is done and the focus shifts to growing usage of and engagement with the product.

Product Marketing Managers often refocus on the next feature/product launch, instead of having the time to prioritize growth work. The Product Marketing Manager is responsible for understanding product-market fit and building messaging and positioning, while the Growth Product Marketer takes that messaging and implements various tactics to drive growth through feature adoption, activation and retention.