Daniel J. Murphy

AMA: Privy Vice President of Marketing, Daniel J. Murphy on Establishing Product Marketing

June 08 @ 10:00am PST
Starts in 14d 10h 11m 46s

Get Access to Answers

We will email you Daniel J.'s answers to these questions after the event in case you can't make it. Already a member? Sign In

What's Your Question?

Questions must be topic related and not promotional. (250 character limit)
Top Questions
How does product marketing differ between a small and large company?
How does your team divide up the responsibility between the PMM team and the Campaign team? How has that worked for the new products/new markets for existing products that company has wanted to go into, where the campaign team cannot just package up existing asset but needs to create a PoV?
What skills of a Product Marketer are easier to improve or less of an importance? And what skills are harder to improve and have more significance?
How do you think about organizing your team (by vertical, persona, etc.)? How do you balance mapping to product versus GTM teams?
What PMM team sizes and roles have you seen in relation to overall company and sales size, or other markers.
What has worked well (or has not worked) as far as positioning your product marketing team within a larger marketing org? What are some of the challenges you've faced collaborating with other teams and how have you overcome them?
How do you communicate product marketing updates and activities to the rest of the company?
How long do you think you should wait, as the very first Head of PMM, before you hire your first team member?
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?
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?
How do you successfully engage other teams (Design, Product Management, Engineering) in a Go To Market plan?
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?
Product Marketing is often a very flat team, with very little hierarchy (except at larger companies) how do you prepare yourself to become a Director and manage a team, without any experience managing anyone previously?
I'm on my 5th year of product marketing in my career, with another 5 years before that in general demand gen at very small companies. I've had management experience in the past, but not in a Product Marketing role. Often times in smaller companies, there will be 1 or 2 PMMs, usually in a very flat hierarchy, or a single boss, with no room to really move up a proverbial ladder and into management experience. So what are ways that I can prepare myself now, so that if the time comes to apply for a Director position (either internally or at another company) that I can be considered even without recent people management experience? Are there any courses for this that are highly regarded in the management arena?
What's the earliest stage a startup should consider hiring a PMM?
I'm curious if you've observed the impact of adding a PMM to smaller organizations or if you think they're most impactful in larger organizations?
Would you recommend a SaaS startup's first marketing hire to be a PMM? What value does bringing on a product minded marketer early make?
What is your 30-60-90 day plan when you go into an org with the intention of setting up PMM function for the first time?