30 days - Learn the market and competitive landscape. Visit as many customers
and non-customers as possible. Read every Win/Loss report you can get your hands
on. Talk to as many sales reps as possibl
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Establishing Product Marketing
I'm starting a new job next week! Would love to hear your top tips in general as well as at the director level.
19 answers
Founder at BrainKraft • June 8
VP of Marketing at Spekit • August 23
One thing I'd add that's very tactical to the great stuff that David has already
laid out: Find your allies. Talk to everyone within the org that you can and
assemble a shortlist of people who have
Director, Product Marketing at UserTesting • February 25
Whenever you are starting a new role, it's critical to understand what's
important to your manager and what the objectives are for your new organization
so you can align yourself well to them. Every c
Vice President Product Marketing at AlertMedia | Formerly TrustRadius, Levelset, Walmart • April 15
Copied over from a similar question: There are a lot of things you could do -
and it's easy to get distracted as a product marketer. First 30 days - Listen,
listen, listen. Ask a TON of questions. Ho
Sr. Director | Head Of Product & Partner Marketing at Samsara • May 13
First 100 days in a job quite important. The First 100 days are your opportunity
to ask questions, make some bold moves, build trusted relationships, and set the
tone. I would focus on the following t
Vice President, Product Marketing at Seismic • May 18
I don't know about you, but I think there's so often a tendency to jump right in
and start delivering. I encourage everyone that starts working on my team to
spend their first 30 days learning! If you
Head Of Product Marketing at Canva • May 20
The first 90 days is such an exciting and sometimes overwhelming time in a
person's career. The best way to set up for success in 90 days is as follows:
Day 1 - 30: Learn, learn, learnThe first task
Vice President Product Marketing at New Relic | Formerly Twilio, Cisco, Intuit • May 27
Here is what has worked for me in the past. This pace below is relevant for
smaller teams/orgs. You can pace this out for larger teams/orgs as needed. 30
DAYS Goal: Establish credibility and define
Head of Product Marketing, Cisco Meraki at Cisco Meraki | Formerly Tellme Networks, Microsoft, Box, Vera, Scout RFP, and Sisu Data, to name a few. • July 6
Time for some radical transparency. I'm in the midst of this right now.
Tomorrow is my 30-day milestone at Cisco Meraki. It's been an awesome first four
weeks, and I'm really looking forward to what
Chief Marketing Officer at Blend • July 7
There is a ramp plan that I like & have used many times, both for myself and
members of the team. Like most things that are awesome, it takes the form of a
very simple looking table. 3 Columns:
Head of Product at Prove • September 7
Congrats on the new role! Very excited for you. I agree that it is good to have
a 30-60-90 day plan and to make sure you can show progress and positive impact
early yo make a good impression. That sai
Director, Product Marketing at Intercom • October 26
It depends a little on what the situation is with PMM in the company you join
(i.e. size and maturity, what the team is currently doing, what your role is
going to be, whether you're an IC or a manage
Senior Director of Product Marketing at Klue • January 5
I don't split it out into 30-60-90 day increments, but within that period, these
are the things I'd suggest doing: Get to know your product - get demo certified,
the same as your AEs Start building k
Product Marketing, Senior Director at Replicant | Formerly MobileCoin, Zuora, Hired, Oracle, Responsys • January 11
I break up my 30-60-90 day plan into 4 phases of success for Product Marketing –
it also includes focus for after your first 90 days, all outlined below. You
may not get to everything in each phase,
Sr. Director, Product Management at Druva • February 7
Here is what mine looked like roughly when I started about 9 months ago: 30
days: Product onboarding and learning Meet key people in PM, Sales, Marketing
Get introduced to tools used in the org Under
Head of Industry, Segment, and Solutions Marketing at Motive | Formerly Procore • June 23
First 30 days - Meet with key staholders across the company - ensure excitement
for the mission and what you're about to take on. Ask key questions about their
responsibilities, what they are workin
Director of Product Marketing & Customer Marketing at Mode Analytics • January 19
This is a great question, and one I thought deeply about prior to starting at
Mode. Thankfully, I had a nice long break between Intercom and Mode which I
leveraged for lots of down time 😉 but also as
Head of Product Marketing at Calendly • March 23
Years ago, a VP of product management made a joke while asking me about the
status of my 30-60-90 Day Plan: "Let me guess, it's 30 days of studying, 30 days
of planning, and 30 days of finally shippin
9 answers
Product Lead at Square • November 16
Great question. I always tell my team that as product marketers we are the
bridge between product development and the broader marketing & sales teams. We
focus relationship building and collaborat
Product Marketing Lead at Square | Formerly Sprout Social • October 15
This is a great question. A fair amount has been written about where Product
Marketing should exist within the broader company structure—just Google "where
should Product Marketing report" and you'll
Product Lead, Ecosystem Discovery at Square | Formerly Mparticle • December 9
Within a large marketing team I have always positioned the Product Marketing
team as the experts who are the go-to people for any product question and I make
sure we indeed are. One of my personal rea
Head of Marketing at Discord | Formerly Uber, Fivestars, Electronic Arts • December 12
Love this question and something I had to do a ton when I first got to Eats and
everybody was like - hold on, what is Product Marketing? I talk a lot about
internal marketing and say you have to Pro
Vice President Product Marketing at AlertMedia | Formerly TrustRadius, Levelset, Walmart • April 15
Product marketing's biggest challenge (no matter anywhere I go) is defining the
scope and sticking to it. Anything under the sun that is not Demand Gen or SEO
tends to be seen as a job for product mar
Sr. Director and Head of Product Marketing at Gem • May 6
I’ve found that most companies want the most capable people doing the most
important work. If you prove your value as a PMM by making the team and company
successful, bigger and better projects will n
Director, Product Marketing at Intercom • October 25
Being clear about what PMM's role and mission is, and ensuring other marketing
leaders understand what your team does and doesn't do. Have open discussions
about where there might be overlap between
Director of Product Marketing at Backbase • March 1
Define (with your team) a short, memorable mission statement. Create a short
slide deck that introduce your team, its mission, what you stand for, and some
of the work you're the most proud of Show t
6 answers
VP of Product Marketing at Oyster® • October 8
Regardless of role, there's a universal tradeoff between small and large
companies and it's about what kind of impact you find most motivating. Would you
rather have broader impact across the business
Director of Product Marketing at Sourcegraph • June 8
The biggest difference is the level of specialization. At a smaller company,
PMMs should be generalists. One quarter they may be working on bringing a new
feature to market and another quarter they ma
Director, Product Marketing at Intercom • October 26
I'll caveat my answer here by saying that I haven't worked in PMM in a really
large (1000s of employees) company - my experience has been mainly within
startups and mid-sized companies. When I joined
SVP of Marketing at Truework • January 18
While a large company will have a dedicated individual or even team to a
particular function, like competitive analysis or social media, at a startup you
may be the one-stop-shop for all things market
6 answers
Director of Product Marketing at Sourcegraph • June 8
30 days: Prioritize understanding your customers, your product, and your
company: Shadow customer calls (or listen to recordings if they exist). Get to
know your cross-functional partners - schedule
Senior Director of Product Marketing at Klue • January 5
I actually did a presentation on this about a month ago, which you can watch
here. I don't split it out into 30-60-90 day increments, but within that
period, these are the things I'd suggest doing:
VP, Product Marketing at LendingClub • July 26
My first 30 days at Chime was all about team. I needed to spend a lot of time
listening, observing and reviewing learning agendas to see how they think and
what value they were adding to the organizat
6 answers
Sr. Director | Head Of Product & Partner Marketing at Samsara • June 30
DO IT ALL -> FUNCTIONAL -> BY PRODUCT -> GRID It depends on the size of your
team and the maturity of the company. Typically what I have seen is that - With
1-2 PMMs - it's "do it all" a
Senior Director Product Marketing at Crossbeam | Formerly 6sense, JazzHR, Imagine Learning, Appsembler • September 6
A bit of both. My ideal PMM sqad has a set of core product marketing folks that
are organized by product line. In addition to core product marketing, my team
owns customer marketing, lifecycle marketi
Head of Product Marketing, Enterprise Solutions at Morningstar | Formerly CaptureX, Medline Industries • January 26
I love this question – and I am going to take a different approach to my answer
here. One of the things I think product marketers can struggle with is
responsibility versus authority. To be effective
Senior Vice President, Product Marketing at BetterUp | Formerly Klaviyo, Qualtrics, Microsoft, MckInsey • February 14
My ideal PMM team is split on both dimensions. There are vertical PMMs who are
aligned by product/segment/audience. Then there are ‘horizontal’ PMMs who lead
launches, CI, enablement, campaigns, etc.
4 answers
Director of Product Marketing at jane.app • March 4
- Retros on strategic projects, especially those with cross-functional teams so
you can identify previous learnings and opps for improvement, and quickly get up
to speed on legacy experiences - Centr
Product Marketing, Senior Director at Replicant | Formerly MobileCoin, Zuora, Hired, Oracle, Responsys • January 11
Positioning Messaging Personas / Competitors Always focus on the top 2 first, as
this will impact how everyone talks and writes about your company – which
ultimately brings in users and wallet share
Global Head of Product Marketing at Eventbrite | Formerly Amazon, Ex-Amex • February 10
As I mentioned in the question regarding your first 90 days, the first 30 days
are all about establishing a baseline and assessing the current product
marketing status. The first 3 things that I look
3 answers
Senior Director of Product Marketing at Klue • January 5
It's hard to give a specific answer here because every company is unique, but
here are some things to think about: How experienced are you as a PMM?If you've
built and managed multiple PMM teams in t
Group Product Marketing Manager at Cisco | Formerly Splunk, Quest Software • December 21
Get that headcount ASAP! I kid, I kid.... kind of. My selfish, well, self, wants
to say ask for approval as soon as you start -- first 30 days. Hiring someone
doesn't happen overnight so you want as m
4 answers
Senior Director of Product Marketing at Klue • January 5
Assuming you were hired for this role, I think that this type of conversation
should ideally happen before you accept the job. Asking a question like "what
vision does the CMO, Founder, CEO, executive
Group Product Marketing Manager at Cisco | Formerly Splunk, Quest Software • December 21
This question is great and so very relevant. I've been companies where
leadership has had 3 very different thoughts on the PMM org. PMM IS AMAZING
What the heck is PMM and why am I paying their sal
Such a great question! And sadly, a common challenge for product marketing. I've
found even when a company hires its first product marketer, not everyone is
aware or on the same page. I have struggled
3 answers
VP, Product Marketing at LendingClub • July 26
If PMM is a new discipline within your org chances are other teams were
"covering" PMM unofficially. This could mean product managers trying to wear
marketing hats or lifecycle / brand marketers pitch
Head of Product Marketing at HiredScore • August 2
Standing up a new Product Marketing function is both a great opportunity and a
great challenge. Over the last year, I have been standing up the PMM function at
my current company. I can share that is
2 answers
Senior Director of Product Marketing at Klue • January 5
I can't think of three good ones right now, so I'll give you two of my
favourite: Saying yes to everythingWhen you come in as the first PMM, people are
going to be throwing projects at you left and r