Amplitude

I see those as different skills sets and usually different teams but I don't think there are strict lines in between them. Product Marketers should own the story, the core positioning and messaging, the surrounding context / thought leadership and GTM strategy. Ideally there are counterparts in integrated marketing, campaigns or growth marketing to help make that come to life.  But I think there's also what is ideal on paper and what is practical in real life. More often then not those integrated brand / campaign teams are swamped and not only serving the needs of product marketing. As a r...

You have to align on what priorities you are working on and when. I even suggest having a sort of PMM roadmap. If you can get that agreed to at the leadership level then it will be a lot easier to have conversations with your stakeholders across teams. There are always going to be firedrills you have to jump on, but by driving alignment and visibility at the leadership level you can make sure those are the exception not the rule.

The best way to manage stakeholder input is to start with a project plan or institutite a cadence that has specific points for stakeholders to provide input. Otherwise, as I am sure most PMMs have experienced, it comes in all over the place and in moments where it's not helpful.  For example, when I am running a launch, I'll articulate specific times when feedback is requested and by which teams. Usually it starts with leadership and then as we progress it cascades down to a select group of ICs who are assigned to collaborate on the launch. Through the process we continue to have check poi...

Love this question. I believe that a major difference between successful PMMs and those who struggle is their relationship with the Sales org.  Here are some ideas that can help you build trust with sales: 1. Help win a deal - This might mean some busy work creating slides, joining a call to offer a new perspective or sitting down with a seller to game plan an account. Often times, it's work that's not directly related to your day to day but can translate to a salespersons takehome pay. And money talks. 2. Be responsive and available - When you get pinged by a seller or sale...

Friction with stakeholders definitely comes with our jobs. While it can be stressful, frustrating and evening maddening, ultimately I think it also makes us better PMMs. That's my biggest suggestion for how to approach these situations. Ask yourself what can you learn from their pushback? A few years ago I had a sales leader tell me on sales leadership meeting that our play for a specific competitor was completely broken and he was instructing his team not run it anymore. Obviously having this brought up in front of a group sales leaders is about as unideal of a situation as I can imagine,...

I'm glad you asked about KPIs. As Product Marketers, we don't have the luxury of a single metric or even a couple metrics. We own the health of the story & vision our company is selling. I say health intentionally. It's not just that we own the story (we do) but we also need to make sure it's landing amongst our key segments, that we have the right segments, our sellers can actually deliver the story (if you're B2B) and on and on. And it's something that we need to be monitoring regularly --- which is where KPIs come in. I see the cornerstone KPIs in four categories: Interest, Velocity, Win...

Love this question! Definitely a daunting task for any PMM. Here are my top three suggestions: 1) Incorporate customers 2) Get sellers to present 3) Make it a competition. Incorporate Customers - This can be hard to do but it will go a long way to making it land. In the past, I've done this with a video showing a bunch of customers talking about their business and the challenges they are facing. You could also invite a customer for a fireside chat and be sure to ask them questions that hit on key points in the new deck. By incorporating customers you can show your sales team that you're wh...

First, welcome to PMM. It would depend on what kind of PMM they are looking to hire. I would do three buckets. (1) a thought leadership piece or website/landing page (2) a launch plan or GTM plan (3) examples of enablement like slides etc. They want to see if you have done core PMM activities: messaging, launch, and strategy. 

Oy! First, good luck! I have done the "first" before. I don't think you have the luxury of 30/60/90. I think it's more like 30 days to identify the problem and tackle easy wins. Sixty days build out a basic launch framework, then a GTM strategy, align both with leadership. Then 90 days to test and what you build and revise based on market feedback. My advice is to prioritize like crazy.