Amplitude
Insights from the Amplitude Product Marketing Team
Director, Product Marketing
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 i...more
Director, Product Marketing
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...more
Director, Product Marketing
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, wh...more
Director, Product Marketing
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 ...more
Director, Product Marketing
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 ...more
Director, Product Marketing
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 lan...more
Director, Product Marketing
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...more
Kimberly Kaminski
VP, Global Marketing at Amplitude
What it Takes to Become a VP with Kimberly Kaminski, Global VP of Marketing at Amplitude
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What does it take to be a successful marketer and achieve a VP role? In this
week’s interview we are joined by Kimberly, who was recently promoted to vice
president at a fast growing company. Mary and Kimberly discuss what steps she
took leading up to this opportunity, how she’s approaching her 3...more
Director of Enterprise Product Marketing
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:
me...more
Director of Enterprise Product Marketing
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 an...more
Amplitude Product Marketing Leaders
John Hurley
Head of Product Marketing
Nate Franklin
Director, Product Marketing
Hien Phan
Director of Enterprise Product Marketing
Kimberly Kaminski
VP, Global Marketing
RJ Gazarek
Group Product Marketing Manager