AMA: MetaRouter Director of Product Marketing, Michele Nieberding 🚀 on Influencing the Product Roadmap

Maybe unpopular opinion, but I let the product team and CPO lead the 3-year product vision (though provide input if asked based on what I know about the market and competitors), and I focus my attention on the next quarter/year. Things change ALL the time, and my product marketing support relies on the suggest of the releases coming in the next year. but some things to think about here: * 3 year vision: what are the long-term company goals (IPO? go public? fund raise?), industry trends, and emerging technologies (like AI), to help frame ideas in terms of strategic growth and market positioning. * Next 3-12 months: We have to prioritize more immediate, tactical solutions, backed by customer feedback and data to make sure they address pressing needs and align with short-term objectives. For me, the difference lies in the scale and timeline: long-term vision requires a broader, more flexible approach, while shorter-term roadmaps demand more concrete, actionable steps with clear, measurable impact (that you likely are being held do for performance reviews/bonuses!)

* Get buy-in early. You can "own" the customer-facing roadmap, but make sure to ask for their input early and often. This collaboration makes them more likely to commit, as they see their input reflected in the final plan and you're less likely to get any crazy surprises when it comes time to discuss plans for the next seasonal launch. * Understand their challenges, concerns, constraints, and priorities, such as technical limitations or resource allocation. By acknowledging these challenges, you show that you understand their perspective and am ready to work within those boundaries. * But...if something is seriously delayed/pushed, ask WHY! * Probably the best tip from me...We all HATE last minute changes. I recommend setting a clear and consistent standard for when those changes can be made. For example, establish a "go/no go" timing for a feature/update to be included in a seasonal product release (i.e. x months/x weeks out from the launch date, nothing can be changed after that). * If/when something is delayed, but you're already including it in a seasonal release, I say keep it (unless it's deprioritized for 9+ months). * Remember, "tech ready" is different from "market ready." If a product manager wants to ship a feature by adding a note in the tool that it's new and ready to be used, they totally can. * SHARE SUCCESSES, SHARE SUCCESSES, SHARE SUCCESSES, SHARE SUCCESSES And if you haven't tried the RICE framework to help prioritize in a numerical/data-driven way. try this! RICE FRAMEWORK (REACH, IMPACT, CONFIDENCE, EFFORT) * Reach: How many users/customers will this feature impact? Example: Number of users affected, target segment size. * Impact: What is the expected benefit? Example: Score as High (3), Medium (2), Low (1). * Confidence: How certain are you about the reach and impact? Example: High (100%), Medium (80%), Low (50%). * Effort: How much work is required? Example: Estimate in engineering person-weeks or months. Formula: RICE Score= (Reach×Impact×Confidence)/Effort Example: Feature: Real-time behavioral data pipeline for enterprise clients. * Reach: Affects 20 enterprise customers, impacting 15% of revenue. * Impact: High (3) — Addresses a top complaint and enables upsell opportunities. * Confidence: Medium (80%) — Based on customer feedback and sales insights. * Effort: 4 person-months. * RICE Score: (20x3x0.8)/4=12

In these cases, influence the product roadmap might feel like trying to squeeze water from a stone. But...it’s not about squeezing harder (because of course that won't work!), it’s about reframing the conversation. (Keyword in all of this: PMM should be INFLUENCING the product roadmap, NOT defining it) A full roadmap is almost always full competing priorities, and your job as a PMM is to bring clarity, focus, and a true/well researched understanding of the customer and market. Here are some things I like to do to make sure my voice is heard (even when the roadmap feels set in stone): 1. Start with the Customer: Frame your suggestions in terms of the value they bring to the customer. Tie your ideas back to how they address pain points, align with market demand, or create competitive differentiation. Use qualitative insights and quantitative data to support your case—stories backed by numbers are hard to ignore. 2. Link to Strategic Goals: Product teams often prioritize based on long-term vision or revenue impact. Position your input as a way to accelerate those strategic goals. For example, “This feature not only supports customer retention but aligns perfectly with our Q3 goal of entering new markets.” 3. Use Data as Your North Star: Bring insights from win/loss analyses, competitive research, or feature adoption trends to show why your recommendation deserves a spot on the roadmap. It’s easier to deprioritize something if you can demonstrate a higher ROI for your suggestion. *Cite actual calls when you can! 4. Find Small Wins: Not every idea requires a big development cycle. Look for lightweight features or iterative changes that can still deliver big impact. Engineering will appreciate smaller asks that don’t derail their timelines. 5. Influence Through Collaboration: Build relationships with product managers, engineers, and other stakeholders. Understand their priorities and constraints, and position yourself as a partner who brings market intelligence and customer empathy to the table—not just a voice asking for “one more thing.” 6. Know When to Let Go: Not every suggestion will make the cut, and that’s okay. Focus on maintaining a seat at the table and building credibility for the next discussion. Sometimes influence happens over time. But still keep track of the data and "business case" you put together for that feature! Keep all of that info in a single spot. I like to have a notion page for my "PMM roadmap recommendations" At the end of the day, influencing a crowded roadmap isn’t about fighting for space—it’s about creating alignment. The most successful PMMs don’t just push features; they push for clarity, value, and focus. And when you do that, you become more than a contributor—you become a trusted voice in shaping the product’s future!

I suggest always having a customer-facing roadmap ready, so you can always use that for conversation when needed (I have templates if you're looking for one!). This roadmap is presented exclusively in 1:1 meetings with customers or prospects by our sales or customer success teams. It undergoes a significant refresh annually, with smaller updates occurring 1-3 times per quarter based on new developments. That's for the roadmap itself. But for conversations with the Product Team, I like to have a recurring monthly touch base always on the calendar. That can get ramped up to weekly or bi-weekly if there is a seasonal product launch or important release coming up! And for your immediate PM colleagues, I'd try and meet weekly. For the monthly touch bases, I have a doc I link in the calendar invite that includes notes from what we spoke about, any action items, etc. from the month prior so you always know where you left off. I also like sending an agenda with "discussion topics" ahead of time (1-2 days prior) to the monthly meeting so product knows where my head is at, what my priorities are, and what I want to talk about. It makes that monthly meeting way more productive for me! And finally, be proactive about joining quarterly or yearly product initiatives/roadmap planning and QBR meetings.

This is best case scenario! It's always a collaborative process, but if you have someone owning customer research (and you have Gong to listen to those calls), that is awesome. Use that research and incorporate that into your POV on roadmap prioritization and/or suggestions on new things to add. Other inputs from PMM might include: competitive analysis/gap analysis, product adoption metrics and usage data, sales insights and customer requests, NPS/CSAT scores, win/loss analysis, etc. Some tips for working together: * Establish Regular Collaboration Schedule monthly syncs with the customer research team to align on shared goals, identify research gaps, and uncover new opportunities. These meetings provide a forum to ensure that insights and priorities are communicated effectively. * Be Part of the Process Request involvement in ongoing research projects. Review the methodologies to ensure alignment with strategic objectives, participate in response analysis, and contribute market insights you’ve gathered from sales and customer success teams. By connecting research findings to broader business goals, you can amplify their relevance to the roadmap. Nothing is better than a shared OKR/company wide goal! * Showcase Your Impact Demonstrate your expertise by sharing examples of past research initiatives or experiments that directly drove business outcomes. Highlighting your track record can build trust and underscore the value of PMM perspectives in research initiatives. Happy to talk through how to do this! * Bring Competitive and Strategic Value Educate the research team on the competitive landscape and collaborate on audience outreach strategies. Leverage your expertise in positioning, messaging, and budget allocation to enhance the effectiveness of research initiatives, ensuring they yield actionable insights that inform the roadmap.

As someone who has solely worked in tech, this is a great question! Because you want to build rapport with your product team when you make suggestions, but also need to understand the technical side of things. A couple things to consider here: * Speak the (technical) language: Learn enough about the product’s architecture, tech stack, and engineering constraints to accurately frame your suggestions in terms that resonate and build trust/confidence with technical teams. For example, do you know what an API is? (r)ETL? what does it mean, and how does that work within the architecture and what problems do they solve (specifically)? If you're not sure, ask the product or engineering team for an explanation and/or demo. * HOW to do this: * Review technical briefs, whitepapers, JIRA tickets, and technical documentation. * Subscribe to industry newsletters, follow key technical influencers, and engage with blogs to stay on top of emerging trends. When you spot a potential roadmap opportunity, develop a well-reasoned hypothesis around the “why” and “how,” and discuss it early with your PMs for alignment. * Some suggestions here * Immerse yourself in technical convos - for me, I like making a best friend with a Solutions Architect or Solutions Consultant and listening to how they speak in customer/prospect conversations. * Host monthly office hours with product SMEs to hear firsthand from customers about how they use the product, the challenges they face, and what improvements they’d like to see. These insights can inform and validate your recommendations for the roadmap. * Educate and Align with Technical Teams - Share what you know best/what you are working on like competitive landscape insights, customer feedback, and market trends with technical teams to connect their work to broader business goals. This creates a shared understanding and helps align priorities. * If you are bringing a specific idea to the table, collaborate with engineering to assess the complexity of implementing your ideas BEFORE sharing with product to make sure they are technically achievable within the current roadmap. * Present and Gather Feedback - Offer to present at engineering, sales engineering, or support meetings. Use these opportunities to showcase initiatives, gather feedback, and build a compelling case for your ideas and show you're willing to "get in the trenches" with the team!

Start with building the relationship, and put "business" on the backburner when you're first getting on board. Here are some tips on how I like to do that: * Use Slack (but not just for work-related stuff): Send casual check in notes--what did you do this weekend? Happy birthday! What do you have planned for the holidays? etc. This helps build a more authentic and fun connection from the start. * Understand their POVs: Ask them early and often what their goals, challenges, and priorities are (and WHY!). Acknowledge their experience and tenure, and use that as a foundation for mutual respect and open communication. For example: * "I really admire the depth of experience you bring to this roadmap. How do you see the market evolving in the next 6-12 months, and how do you think we can stay ahead of those changes?" * "You’ve been working on this product for a while, and I’d love to hear your thoughts on the long-term vision. What has been most successful so far, and where do you see opportunities for growth?" * Leverage Data and Insights: Use customer feedback, market research, and industry trends to provide data-backed insights that demonstrate the potential impact of proposed changes. Show how your suggestions align with the company’s broader goals, such as improving customer satisfaction, increasing revenue, or enhancing operational efficiency. * Align with Strategic Business Objectives: Frame your input in terms of how it can drive business outcomes. Demonstrate how proposed features or changes will help achieve company-wide objectives, such as scaling, reducing churn, or improving competitive positioning. * Offer Solutions, Not Just Requests: SO SO IMPORTANT! Instead of simply asking for features, present well-thought-out solutions that address customer pain points or business challenges. This proactive approach can help product managers see the value in incorporating new ideas into the roadmap. * Be Patient and Adaptable: Recognize that product managers with long tenure may have established processes and priorities. Respect their approach while demonstrating how your suggestions can complement or enhance their existing roadmap. Be prepared for gradual adoption rather than immediate changes. For example: * Share Success Stories: Provide examples of how similar initiatives have succeeded in other parts of the business or in the industry. Success stories can help product managers see the potential benefits of your suggestions. This is especially awesome if the PR announcement for a product release gets picked up and/or reshared by a big publisher. Or a customer comments about how excited they are for this. Or someone asks a really good question in the product webinar. Other ways to build rapport based on what you are looking to achieve with that product manager: * Seeking Insight and Guidance: * "Given your tenure, you likely have a deep understanding of what resonates with our customers. I’d love your perspective on how we can fine-tune our upcoming feature to best meet their needs." * "I know you’ve seen many shifts in the market during your time here. How do you balance innovation with the established priorities, especially with such a long-term vision?" * Framing Proposals as Enhancements: * "I know there’s already a solid plan in place, but I’d love to discuss how a small addition to the roadmap could enhance what we’re already doing. What do you think would be the best way to approach this?" * "I’ve noticed a gap in [feature], and I think it could complement our current direction. Would you be open to exploring how we might weave this in?" * Inviting Feedback on New Ideas: * "Given your extensive knowledge, I’d really appreciate your feedback on this idea. How do you think it fits within the current roadmap, and are there any aspects that could be aligned differently?" * "I’ve been thinking about ways to address [specific customer pain point] and would love to get your thoughts on whether this idea could be a good fit or if you see a better way forward." * Respecting Their Approach: * "I know we have a clear roadmap and direction, but as priorities shift, it would be great to understand how you decide which areas need to evolve. What’s your process for reassessing priorities over time?" * "Given your long-term perspective, I’m curious how you’ve seen product development and customer needs evolve here. How do we ensure we’re not missing opportunities for the future?" * Acknowledging Success and Building on It: * "The product has come a long way under your leadership. Are there any lessons you’ve learned along the way that could help inform the next steps as we continue to innovate?" * "It’s impressive how the team has managed to stick to a vision while adapting to changes. As we continue to grow, what areas do you think we should continue focusing on for the next big breakthrough?"

Interestingly enough, I've started using Perplexity AI with Google Notebook LM to pull together market research for me (for free). Here are some prompts I've been playing around with: * Start with Perplexity: * Use it to scan recent insights from industry news, forums, and reports. * Frame the response by asking it specific questions like: * "What are the key trends in [your industry] for [current year]?" * "What are customers saying about [competitor product/feature]?" * Iterate Query Focus: Narrow down to actionable areas like feature preferences or regional demand nuances. * Use Google Notebook LM for Deeper Analysis: * Extract insights from unstructured data like research papers, blog posts, or reports. * Ask targeted questions: * "Summarize customer complaints about [product/industry]." * "What features are frequently requested in [product category]?" __________________ If you want to analyze competitor data to think about more "differentiated" features: Use Perplexity for Benchmarking: * Compare competitor roadmaps, product launches, or user feedback. * Example query: “What are the latest features introduced by [competitor] in [product area]?” * Dive into Reviews and Sentiment Analysis: * Search for user feedback on competitors’ offerings to identify gaps or opportunities. __________________ * Spot Trends and Gaps: * Use Google Notebook LM to summarize findings from multiple sources into categories like customer needs, pain points, or growth opportunities. * Example task: Upload datasets or scraped reviews to cluster common themes (e.g., dissatisfaction with speed, desire for integrations). * Quantify Mentions: * Use the tools to gauge the frequency and intensity of discussions around specific topics to support your recommendations. __________________ Using this info for roadmap influence: * You can then combine these findings with internal data like feedback from sales or customer success teams, results from surveys or advisory boards, and/or behavioral data from analytics tools to validate your hypotheses. Then structure your recommendation in a way that aligns with the bsiness goals. For example: "Adding [feature] could address [specific pain point] noted in [X% of reviews]."

For me, it's a balance of "what's in it for you?" and "what are our shared goals?" * Emphasize and give examples of how product marketing feedback aligns with their objectives, like increasing adoption, improving user satisfaction, or driving revenue. Joint KPIs per launch can help with this! And frame suggestions in terms of potential ROI, market differentiation, or customer retention. * Align on strategic priorities with execs: Work with leadership to ensure PMM insights are included in discussions about company objectives, then explain how product is the magic that makes product marketing successful (corny, but true). * Also, bring data/info to the table casually - like share info from a customer conversations, use feedback, market research, comp intel to share WHY you have an opinion casually in Slack/a #product slack channel. This positions you as more of a trusted "advisor" than someone trying to own the roadmap. * Showcase quick wins - Start by advocating for smaller changes that are easier to implement but show clear value. Then when PMM-led insights lead to improvements (i.e. a media mention or LinkedIn tag from an industry expert), highlight these wins very publicly (aka Slack). * Stay engaged - The goal is to be persistent yet collaborative, so even if feedback isn’t acted on immediately (which 99% of the time it isnt), continue to provide insights and demonstrate value. * Avoid blame - Frame discussions positively, focusing on how collaboration enhances overall success.

If you haven't tried the RICE framework to help prioritize in a numerical/data-driven way. try this! RICE FRAMEWORK (REACH, IMPACT, CONFIDENCE, EFFORT) * Reach: How many users/customers will this feature impact? Example: Number of users affected, target segment size. * Impact: What is the expected benefit? Example: Score as High (3), Medium (2), Low (1). * Confidence: How certain are you about the reach and impact? Example: High (100%), Medium (80%), Low (50%). * Effort: How much work is required? Example: Estimate in engineering person-weeks or months. Formula: RICE Score= (Reach×Impact×Confidence)/Effort Example: Feature: Real-time behavioral data pipeline for enterprise clients. * Reach: Affects 20 enterprise customers, impacting 15% of revenue. * Impact: High (3) — Addresses a top complaint and enables upsell opportunities. * Confidence: Medium (80%) — Based on customer feedback and sales insights. * Effort: 4 person-months. * RICE Score: (20x3x0.8)/4=12