AMA: Sentry Director of Product Marketing, Rahul Chhabria on Growth Product Marketing

Here's my process, I Conduct customer and prospect research (exec team will be more likely to be bought in with data - especially from your key personas and customers)  Consolidate findings and prepare a messaging brief using the framework we landed on.   Present those findings to and get feedback from key stakeholders - including marketing leadership, sales, and product team - and (most importantly) customers  Incorporate feedback into the final messaging brief  Present messaging to leadership ...Read More

Partner with digital marketing to understand the source that drove the user to your property, the actions they took before converting, and the page they converted on (or where they dropped off). Map out the customer journey from when landing on the website to sign up to active/conversion. Look for the biggest drop-offs and partner with the growth team to A/B test the experience and messaging. Measure time to conversion. For example, if 10% of new signups are converting to paid in the first week, ...Read More

I try to think of our role as Contextual Educators. We’re responsible for providing the best first impression through content and being able to communicate the value of our product well enough to encourage someone to sign up or start a trial. That means testing messaging at scale across multiple audiences, evaluating and owning onboarding email sequences, and analyzing funnel metrics to update/build the ideal onboarding flow to ensure a new or existing customer is successful in achieving their j ...Read More

This is pretty common. In my previous life as a PM and now as a PMM, I don’t try to manage the product team and the schedule. I try to get ahead of these challenges by announcing new capabilities while they’re in development and positioning it as “coming soon”, then continuing the drumbeat all the way from the beta release to general availability. This allows us plenty of flexibility when it comes to timelines shifting.It seems to be a common pattern across our industry too. You’ll see companies ...Read More

It’s all about making sure the PMM and PM team have shared goals. And in the event an interesting opportunity arises, you can build a business case that supports accelerating achieving your shared goals. In my case, PM and PMM are aligned on revenue and adoption goals. For example, when I first started at Sentry, we had an opportunity to build a partnership with another large service that was in our space but not a competitor. A partnership would lead to perpetual distribution to their audience ...Read More