Owning the PMM Craft with Pallavi Vanacharla, Head of PMM, IoT at Twilio
How do we become product marketers? Pallavi shares her extensive background in
marketing and how she’s evolved to lead all marketing functions at a quickly
growing company. She also shares her take on the 80/20 rule, how to structure
your team, and achieve KPI’s. You’ll also hear why she values h...more
Video: How to drive awareness for a launch with Sr. Director of PMM at Twilio
September 27, 2021
In this episode, I speak with Vanessa Thompson, Senior Director of PMM at
Twilio, who leads Product Marketing for Twilio's major product lines, Messaging,
Email, Voice, Video, and Account Security. This episode is produced She’s grown
her team from 2 to 15 PMMs, and her group is supporting +75% Y...more
Let me answer a slightly different question, the one that does not get asked
often - what are the biggest mistakes you have made and what did you learn from
I have seen many successes in my career, but they were made stronger from the
lessons I learnt (from my mistakes). Here are 3 mistake...more
Here is what has worked for me in the past. This pace below is relevant for
smaller teams/orgs. You can pace this out for larger teams/orgs as needed.
Goal: Establish credibility and define your goal and priorities
* Build relationships with key stakeholders and understand...more
I am sure you have heard this statement many times - “PM and PMMs are like two
sides of the same coin”. It’s absolutely true, and work wise I see the roles to
have a Venn diagram. There are things each team leads and drives by themselves
and then there are overlap areas.
Let me ask you a question: What are the top 3 reasons people join, stay or leave
1. Company (culture, potential, growth)
2. Job (fit, growth potential and salary)
3. Manager (leadership qualities, chemistry, trust, etc.)
The first is mostly not in your control. You are ...more
Love it! Excellent question.
I always hire the best, so the usual cultural suspects such as passion, drive,
skills, talent are a given. Beyond those, below is the team culture I like to
create, which frankly are applicable to any function. But, at the end, I will
provide some cultural traits tha...more
Not everything we do is measurable and this is especially true for PMMs.
Unless there is a compelling reason to measure every aspect of sales enablement,
I would not suggest you do so.
But if you must, then for most things, a simple survey to the sales org is best.
Ask them how useful a ...more
The short answer is it depends. Let me explain...
A product marketer, in my opinion, is like the CEO of a product. And just like a
CEO, has to do whatever it takes to make the company (in this case product)
successful. Hence, she/he should be measured on what is relevant and what
matters in t...more
Promotions! A topic that's on everyone's mind. 😄
If you are just interested in the title, you can move to a smaller company and
get the title today. Nothing wrong with it, go for it! And in fact, it may help
you gain more experience/skills as well.
If you are interested in moving up the ladder ...more