I came from a background in brand and so my natural instincts served me most
well on the outbound side of product marketing. I had my fair share of imposter
syndrom in the early days when I looked at
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9 answers
Senior Director, Head of Product Marketing at DoorDash • April 1
Head of Global Inbound Marketing at Asana • October 16
I spent a lot of time in my early career worrying about getting to the next
promotion and how I was progressing versus my peers. Looking back now, this was
all wasted energy. I wish I had been more fo
Senior Director, Product Marketing at Instacart • June 2
One thing I wish I learned earlier is the most powerful product marketing you
can do is always centered on a shared human truth. When I look back on my very
early PMM GTM work, I focused primarily on
Chief Marketing Officer at Blend • July 8
There is one key learning: Actively plan & manage your development. Here is what
is involved: Know the menu: Since Product Marketing is such a broad discipline,
its important to understand the va
Vice President of Marketing at Albertsons Companies • March 24
When you're starting out your career as a PMM, it is very important to remember
that your value promise is to customers and not internal stakeholders. I don't
mean to say that internal alignment and b
Vice President Product Marketing at Salesforce • August 12
Don't box yourself, ever! Don't always stick to how things are always done.
And ask questions more. And observe and take notes. And don't pretend to know
it all! Here's the thing: When you are
Head of Product Marketing at LottieFiles | Formerly WeLoveNoCode (made $3.6M ARR), Abstract, Flawless App (sold) • August 17
As someone with a tech background and self-education in marketing, I learn
everything in practice. I wish I knew more about the importance of user research
and CI at the beginning of my PMM journey:
Director of Product Marketing at Backbase • March 1
You are not here to market products. That's the main thing I wish I knew. Would
have saved me countless hours and tears. The number one mistake PMMs make is to
start from the product. They organize we
8 answers
PMO at TikTok • August 14
Where to start? Every company has different policies for promotion criteria, but
ultimately it needs to take into account 2 things: merit and business need.
Business need has to come first. It means t
Senior Director of Product Marketing at Zenput • March 24
OKRs (Objectives and Key Results) have become a popular way for companies to
clearly define goals and measure progress against them, at the employee, team,
and company level. https://en.wikipedia.org/
Chief Growth Officer at Verifiable • March 27
If you're on this forum as a PMM, you know that one of the biggest challenges
for the PMM org is "What the hell do we measure!?" - an age-old conundrum that
PMMs always struggle with. This is especial
Senior Director, Head of Product Marketing at DoorDash • April 1
This varies by company and role, but I generally think about the path to
promotion on the two key vectors: ownership level and degree of autonomy.
Strong performance against OKRs or KPIs is a core u
Vice President of Marketing at Albertsons Companies • March 24
The best way for a product marketer to get promoted is by demonstrating the
impact of their work. To do this, I incentivize all my PMMs to befriend data and
tie their deliverables to key business and
Senior Director Product Marketing at Crossbeam | Formerly 6sense, JazzHR, Imagine Learning, Appsembler • September 7
PMMs often are measured by output, since most of what we provide are tied to
other metrics. I would focus on delivering tangible assets on a regular cadence
(case studies, one-pagers, pitch decks, etc
12 answers
Global Head of PMM and Content Marketing, TIDAL at Square • March 25
I don't actually use market research for that, is the short answer. If we
believe that our solution is well suited for a particular vertical, we have the
budget to invest in GTM to capture business i
Senior Product Marketing Manager, Solutions at Matterport • December 30
There are a few questions you need to answer to determine if it's worth
targeting this new vertical: - Do you have product-market fit? Are you solving a
real problem for this vertical? - What is the s
Head of Product Marketing at Notion • February 4
Ensure verticalization aligns well with core competencies, market perception,
ability to deliver and differentiation. If you do not clearly understand the
definition of the target vertical, the trends
Senior Director, Product Marketing at Twilio • December 3
When looking to identify target verticals, I always prefer a data driven
approach. I'd work up a detailed analysis exercise and build a vertical based
TAM. I have a go-to bubble chart that I like to d
Product Marketing Lead at Google | Formerly DocuSign • January 26
Market research is a pretty valuable data point in terms of prioritizing
verticals (or any other segmentation slice), but so too is your product
ownership point of view and your internal usage data. S
Head of Product Marketing, VR Work Experiences, Oculus at Meta • February 3
Instead of a "vertical focus" go forward with a New Audience focus so you can
leverage the 5A GTM framework , and ensure you're thinking through a consumers'
need. Also, if you focus on a new user, y
Head of Product Marketing - Security, Developer Services & Hyperforce at Salesforce • April 6
Making the assumption here that vertical = industry. Industry definition - which
taxonomy are you using. NAICS, SIC, propietary, DUNS, Clearbit? This is
important because there is a lot of nuance h
Vice President of Product Marketing at GitLab • July 14
I believe that market insights are the #1 core product marketing capability.
Literally everything – from positioning and messaging to the products and
capabilities you deliver to the market – flows fr
Group Manager, Product Marketing at Lyra Health • August 4
Market research is near and dear to my heart and at the core of any strong
product and go-to-market plan. I have many examples of how you can use research
to inform vertical strategy, but my first tip
Head of Solutions Marketing at Iterable • January 12
When we first started to verticalize our solution, we looked at: TAM (total
addressable market) and SAM (sellable addressable market--what is realistic that
YOUR company can sell in to?) CARR Win Rat
Senior Director Product Marketing at Crossbeam | Formerly 6sense, JazzHR, Imagine Learning, Appsembler • January 24
We aim to diversify our revenue strategy with dynamic and compelling GTM
campaigns. We use market research from internal and external sources to fuel
decisions. Internal market research comes from our
10 answers
Head of Marketing at Discord | Formerly Uber, Fivestars, Electronic Arts • December 13
Great question! I think about this one a lot...First off, it’s important to
callout that there is no perfect org structure :) In general, you have to
identify what you’re optimizing towards and what
Product Marketing Lead at Atlassian • January 17
This all comes down to how is the rest of the business organized. If you're
organizing in a way that's incongrous to everyone else in the org, you will not
be setup for success. With smaller nimble te
Director, Product Marketing at Intercom • November 11
In general, PMM roles at Intercom are more of the 'full stack' variety - i.e we
cover the whole journey from feeding into the roadmap to launch, including
competitive research, buyer/persona/market re
Head of Product Marketing, Platform & Commerce at Atlassian • December 23
The structure of the PMM team is usually a function of the size of the company
and it’s GTM model. The “typical” SaaS PMM team has a set of Core PMMs that are
focused on product, and usually a sister
Product Marketing at Fiddler AI • March 17
The PMM team structure depends on the size of the company, how technical the
product is, and the GTM model. Company Size: As the company grows and scales,
PMM tends to fall under the Marketing org an
VP of Product Marketing at Oyster® • September 30
Our team is structured by audience type and discipline. We have one part of the
team focused on our end users and prospects, another part of the team is focused
on our partners, and a third on market
Product Marketing Lead at Google | Formerly DocuSign • January 25
At DocuSign, there are product marketers across our main product categories, as
well as industry and audience teams. Every company I've ever worked at has
grouped their teams differently, so I tend to
Vice President Product Marketing at Salesforce • August 12
I've done it in so many different ways! Few quick pointers: The most important
thing is to ensure every team member has a good swim lane and growth path. Take
your revenue goal and slice that evenl
Sendbird is an in-app conversations platform, where we help improve customer
retention and conversion through chat, voice, video, and livestream APIs. Our
team is structured as follows: GTM excellenc
Former CMO at Dejero | Formerly ON Semiconductor • February 24
It depends on multiple factors, as others have pointed out, including company
size, number of markets served, number of products/solutions, GTM model, and
alignment with the rest of the organization (
We're currently revisiting our content strategy here at Resultados Digitais, and some help on the subject would be very valuable.
Our main challenges include:
- Finding which types of of subject/content/format/channel work better, and in which stage of the journey;
and
- Understand how far should we go on segmenting and personalizing our strategy, and under which axis (demographics, persona, etc);
3 answers
Director of Product Marketing at Indeed • July 29
Great question! You actually squeezed 3 topics in here, which are all
inter-related and important to buyer journey maps. In my experience, I start
with segmenting my audience (total addressable market
Director of Product Marketing at Snow Software • November 17
I'd first understand the personas you are targeting-what problems do they have,
how do they like to consume materials and find answers to their problems. You
can have multiple personas, but for your h
5 answers
Head Of Product Marketing at Upwork • February 17
In general, I don't think you can determine that a platform approach makes sense
or begin developing platform positioning and messaging until you know more about
your product(s) than just capabilities
Sr. Director Product Marketing, Insights, Copy & Content at Bluevine • March 24
I would say this depends on your roadmap and when the platform functionality is
scheduled to launch. If you incorporate platform messaging too early, you can
actually do more harm than good because yo
Product Marketing, Senior Director at Replicant | Formerly MobileCoin, Zuora, Hired, Oracle, Responsys • April 13
I wouldn’t prioritize it and instead focus on iterating on your existing product
messaging and positioning. Get clarity on how to message and position your
existing products while being mindful of you
Vice President of Marketing at Albertsons Companies • March 24
That’s a great question. The most successful salespeople build relationships
with customers by selling them the promise of a product or platform that will
evolve, as their needs evolve. And in today’s
Not very important. Nail the basics (at the product feature/function level)...
make sure they map to the corporate and brand messaging. Once the business
passes a certain revenue threshold in your spa
I will face this challenge very son and my thoughts are:
- which are the company objectives?
- which are the marketing and product marketing specific objectives?
- the resources in place to achieve the objectives (human, financial, tools)
- where is the product on the lifecycle?
- top three priorities
- how are sales/marketing/product teams organised?
5 answers
VP of Marketing at Titan | Formerly Lyft, Hims & Hers, American Express • October 4
What an exciting opportunity this is for you! I’m thrilled that you’ve earned
this chance. When I joined Hims & Hers, I was in this exact position where I got
to build out the Product Marketing te
Senior Vice President, Product Marketing at BetterUp | Formerly Klaviyo, Qualtrics, Microsoft, MckInsey • October 5
1. What is your mandate for product marketing ? Note: Open ended question.
Really important to hear the founders vision behind this function. Always a best
practice to start with open ended questions
President at Giant Stride Marketing Group • October 7
I wouldn't look at asking "mandatory" questions but rather asking them what
their vision is for the product marketing function and coming to a mutual
understanding of what product marketing does and d
Head of Product Marketing and Documentation at Coro | Formerly Lytx, Cisco, Snyk, Lightrun, Comeet • November 12
This feels to me like a loaded question and I'd love to hear more background in
order to answer better. Are you "interviewing" leadership before joining the
company or are you asking about how to appr
How are products currently released and who's involved? What does
pricing/packaging optimize for and how was it developed? What's the company's
ICP and why? Who's the target persona and has this/will
5 answers
Head of Marketing at Atrium • September 8
I found that making the shift to “solutions” or “platform” requires becoming
more business outcome focused in terms of your messaging. Rather than speak to
individual user-level features/benefits (e.g
Product Marketing, Senior Director at Replicant | Formerly MobileCoin, Zuora, Hired, Oracle, Responsys • April 13
It starts with the PMM team to come up with messaging that positions the
benefits of your solutions/platform. PMM’s own the WHY and not the WHAT. Please
refer to my other answers on frameworks and bes
Vice President of Product Marketing at Workato • September 29
When moving your messaging from product-centric to solutions-centric, you're
going to bring in experts in the solutions you're trying to organize around.
Whether that be industry, departmental or some
Product Marketing Lead at Google | Formerly DocuSign • January 26
Great question. To be frank, even for companies with a reputation of being open
and extensible, this one is always a challenge when you're in a Platform role.
Because at the end of the day, the Platfo
Embrace repetition, and get influential stakeholders on board. I've been lucky
to have worked in very collaborative, supportive cultures where any
repositioning and messaging was broadcasted at major
I am at a company where Product builds the roadmap without many insights from Marketing or research.
8 answers
Head of Marketing at Retool • December 20
The only advice I can share is that customer insights (when shared in a clear
and actionable way) are very hard to ignore. Survey users, talk to prospects,
and bring customer insights to the product t
Co-founder & CEO at LoopVOC • February 4
Data is power! Feedback is everywhere, and as product marketers we can harness
that voice of the customer data to influence product roadmap. Product Managers
have to balance market needs with technica
Product Marketing Manager at Quantive • February 4
On top of everything that @Krithika Muthukumar , @Dan Laufer and @Lauren
Culbertson have already mentioned, one actionable and practical approach would
be to introduce a Marketing Requirement Document
Product Marketing Director at Roofstock • February 3
I’d first ask what’s driving this – does the company/leadership not believe in
customer insights, is there a lack of prioritization to do this or is it simply
inertia of how the company operates today
Product Marketing Lead at Google | Formerly DocuSign • January 26
An Engineering leader at a previous company described this to me as a
tripod--decisions made based on the intersection of PM, Eng and PMM. Here PMM is
representing the customer, and to an effect, also
President at Growth Velocity | Formerly Vigilent, USGBC, FICO, Macromedia/Adobe • December 8
@Vishal Naik I agree! In a former life as a B2B product manager, I struggled to
get useful input on the needs of new buyers. Most of my time and attention was
spent enhancing the current product for c
If your product team ignores product marketing, that can be fixed through better
exec alignment, relationship building and proving out collaboration successes in
smaller, low stake projects over time.
7 answers
Head of Product Marketing at Retool • April 17
1. Make talking to customers integral to their role. By keeping your team as
connected as possible to the customer, they will develop 1) sharper intuition
and 2) a network of customers they can tap in
Head of Marketing at Skedulo • December 17
I ask them a lot of hard questions to understand how they came up with the
messaging they did. I want to hear from them what customers they talked to or
surveyed, who else they worked with internally
Product Marketing Lead at Google | Formerly DocuSign • January 26
The biggest thing I consider is that the messaging created is about the customer
and what they are thinking/feeling/experiencing. Rather than what we are
building and what we are selling. I've kept a
Senior Director of Product Marketing at Fivetran • April 14
I am a project manager at heart. So I push the team to be the same. We have our
roadmaps which we present and then turn into tickets for overall tracking. We
also have a monthly reivew on areas of the
Director of Product Marketing at SAP • June 16
If the marketing machine has been created correctly, this should be fairly
measureable. In a prior role we had an excellent demand generation team who
tracked how different messaging worked over time
When the customer nods in agreement with messaging, it's good. When they pull
out a credit card or sign the contract, it's great. Ultimately, a product
marketer IC, leader, CMO, or CEO can opine on