Product management has become critical for modern organizations, from small startups to corporate enterprises. Due to the usual limitations of software startups in terms of the size and experience of the founding team, financial resources, and high technical and business risks, this organizational function does not exist in its early stages. Still, the need for a differentiated role in dealing with product management slowly arises. This chapter addresses the study of the emerging product manager role and the product management function in software startups. For this purpose, semi-structured interviews were conducted with a group of experienced founding partners and product managers of software startups to know (a) what circumstances led to the establishment of the product management function in software startups and (b) what the most relevant product management activities associated with the emerging role of product manager. Additionally, a series of focus group meetings were conducted to define the content of a set of role guides to assist the emerging product manager in performing the main early-stage product management activities. Circumstances like bad product-market fit and negative user feedback from the first launch led to establishing the emerging role, while communicating product learnings and participating in product prototyping belong to the usual early-stage activities. The role guides were evaluated as suitable and very useful for assisting emerging product managers.