AMA: Enable VP of Product Marketing, Amanda Groves on Influencing the Product Roadmap

PMMs can get involved early by identifying patterns between feature adoption and personas/target markets and codifying that into consumables for product development. Maybe the engineering team has a hard time seeing beyond the code into who they're building for and what they want - that's where you can come in as a PMM and influence. In terms of how much influence a marketing strategy should have...let's take a page out of 6sense's book for a second. Their CMO now CRO Latane Conant astutely chan ...Read More

I don't view this part of the puzzle as an assembly line. I view the roadmap as a living organism that is nurtured by both teams. With this in mind - how we fuel the roadmap is determined by how we spend our calories and codification of information for PM. A more direct answer could be: Sharing of market insights 1:1 in PM<>PMM syncs. Organizing a quarterly round-up of feedback to inform Product showcases/roadmap decisions. Creating channels that serve as a feed of insights: listening loop ...Read More

Here are the top areas I focus on to partner with product on market research and gathering intel: Alignment: Align Goals: Ensure both teams understand what questions need to be answered and what outcomes are expected. Define Success Metrics: Agree on what success looks like for both teams, whether it's obtaining specific insights, validating hypotheses, or developing actionable strategies. Collaboration: Joint Research Plan: Develop a research plan together, outlining the methodologies, target a ...Read More

Great question. It depends on what the PM is trying to glean from alpha/beta phases of the dev cycle. Is this a time for functional testing? Are we soliciting for validation of use cases? I've seen early access (EA) used for a myriad of reasons based on the complexity of the feature/product and customer base. What's important is that PMM is aligned with PM on what EA is for, goals, and how each party (inclusive of customer) should participate throughout the process. Oftentimes we just "do" the p ...Read More

An effective way for a Product Marketing Manager (PMM) to influence the product roadmap is by presenting data-driven insights that align with strategic business goals. Some examples: Customer Feedback Integration: A PMM can collect and analyze customer feedback to identify common pain points. By presenting this data to the product team, the PMM can advocate for feature enhancements or new product development that directly addresses customer needs. For example, if multiple customers request a spe ...Read More

Managing and informing the roadmap looks like operating as a lawyer and advocating for your client. Collect the feedback, document it, present your business case (quarterly at minimum - early and often is best). And get alignment with a Product Leader or Ops manager on WHEN is the best time for their time to coalesce that feedback into roadmapping decisions. The most successful cross-functional teams had this clearly defined in the New Product Introduction process with t-shirt sizing weighted sc ...Read More

It depends on the level of partnership between PMM and PM leaders to start - and how the teams have aligned on the NPI process. To me we absolutely should play both roles, it's not bifurcated as an either / or statement. As a partner, we're expected to influence. If we aren't influencing, we aren't a good partner. Period. Do not take a backseat in these conversations. Influence the roadmap early and often with conviction on what the market / customers need based on qual and quant data - and part ...Read More

I'm not sure if this question is asking about true application of brand voice and attributes in design process - or hypothetical when conducting customer insight sessions to validate design decisions. So let's explore both! For application of brand voice attributes in design: Codify a brand guide for product use and get aligned across teams Create a design system that utilizes attributes from the guide so it's embedded by default For including these attributes within streams of customer insight ...Read More

I use a tiering matrix for every new release/product launch to remain objective in my decisioning. The process runs as follows: Tier 1: Innovative, net new functionality that increases market share, domain authority, and network effects (leadership position)GTM is 10-12 weeks from development stage Tier 2: Functionality that improves product market fit, NRR (expansion revenue) and influences acquisition GTM is 4-6 weeks from development stage Tier 3: Table stakes functionality that is a parity p ...Read More

Ideally there is mutual respect, trust, and appreciation for each role. I think about great sports teams - the roles of defense and offensive players. The attributes of what makes great teams thrive. It is camaraderie and alignment on the greater why and outcomes. Doing whatever it takes - even if that means passionate debating. Supporting one another for the Customer. For the Business. We don't have to be "bff" with product for things to work. We need to act as counsel and a solid teammate so t ...Read More