Sharebird
MentorsAbout Us
Sign Up / Sign In
Ask me anything
AMA Page
Leah Brite

AMA: Gusto Head of Product Marketing, Employers, Leah Brite on Establishing Product Marketing

May 1 @ 10:00AM PST
Register for AMA
Gusto Head of Product Marketing, Employers, Leah Brite on Establishing Product Marketing
We will email you Leah's answers to these questions after the event in case you can't make it.
Questions must be topic related and not promotional. (250 character limit)
Top Questions
What does your product marketing team org structure look like?
Do you simply have Product Marketers by product/portfolio? Do you have a release communications manager? Someone in sales enablement? What other roles exist in your product marketing teams today?
How do you communicate product marketing updates and activities to the rest of the company?
What are the biggest surprises when going from a company where product marketing was established to one where you have to establish product marketing?
How does product marketing differ between a small and large company?
You're the new PMM for a B2B SaaS company that has 40 people and is starting to scale. What should you aim to do in your first month and your first quarter?
What is your 30-60-90 day plan when you go into an org with the intention of setting up Product Marketing function for the first time?
What are the challenges one should be aware of when setting up a new PMM function inside the org? How can one overcome them -- any tips?
If you were the first PMM hire in a B2B company, what would be your approach to growing your PMM team? How would that be different between product-led-growth and enterprise B2B companies?
How do you manage the transition from being the sole person responsible for product marketing activities to now having someone else who can share the burden?
One of the biggest changes when managing people and a team is handing off the responsibility to others. This is tough to do when you're so used to handling everything yourself. Any tips or suggestions on how to best make that transition?
At what point in building out your PMM team does it make sense to think about moving from a horizontal org chart to a vertical one? What factors do you consider when making the decision to grow horizontally vs. vertically?
When establishing the PMM function in an org, how can you manage expectations and change perception if leadership (CEO, Founder, CMO) have a different interpretation of the role?
What are the top 3 potholes to AVOID when establishing or building out the Product Marketing function at a company?
What functional work do you prioritize as a PMM? Anything you should NOT focus on initially?
How would you recommend initiating a Product Marketing function within a sizable organization of about 500 employees from within the product team that has primarily focused on feature and product development without much sway over marketing and sales?
When do you know you’re ready for your first PMM hire? How do you think about setting that hire up for success?
How did Product Marketing change the trajectory of your product?