Product Marketing 30/60/90 Day Plan

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

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

I suggest combining pieces from my answers to these questions.  What's your framework to prioritizing needs/deliverables when you're the first Product Marketer at a company establishing the function?

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

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

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

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

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

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

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

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:

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

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

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

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,

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

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

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

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

- 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

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

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

Outside of the core PMM assets like messaging, or buyer personas, here are a few other things I'd look for: Existing sales pitches or sales assets to understand how the product is positioned Gong cal

When I'm taking over a PMM team, my first priority is to understand the individual people on the team, what drives them, what they are good at, and what they think is going well with the business and

First item to to get to know the team and for the team to get to know you. I start with a picture perfect introduction and this opens the doors into your life outside of the job title. My teams and m

My first, and likely only, item would be 'Let's get to know each other.' Of all the skills I've acquired over the years as a PMM, I think the most valuable have been the human / people side of busines

"How do things work around here?"  Every company is different and I'm really interested in how does the team work together, what does planning look like, how do people communicate/collaborate with ea

As you establish a relationship with your Product Manager, it is important to align on expectations. You should understand their needs and pain points and share with them your vision for how PMM can a

Since Prodduct Marketing is in charge of messaging (internal / and guidance for external) has a really good value with Product Management for translating the usability, functionality and benefits of a

In a word - results. Your product managers should have a goal defined for the product you're supporting. It may not be the most realistic goal, but there should be a goal you can anchor to. Take that

I say: "You don't have to deal with the sales people anymore. Just send them to me." Tears in their eyes... [There is a 300 character minimum, but my answer was already complete so I'll fill this out

Product Marketing Manager is kind of the role project management for marketing & internal communications.   the PM & PMM are the two core role of product-market/customer bi-directionel communi

Analytics, Attribution and Awareness (of the consumer) AnalyticsProduct Managers are constantly looking at key metrics and data to inform roadmap and resource allocation decisions. To speak the quant

I think a good PMM should take the stance that "I'm going to know everything about the product, competitive landscape and our customers." If you do that well there are several ways to prove value to P

One of the best ways Product Marketers can provide value is through market and consumer insights. Often times Product Management teams are laser-focused on understanding existing customers and develop

Become an expert in a data set that's close to revenue. Knowing as much as you can about how market interest turns into revenue (i.e. your entire marketing & sales funnel) is the easiest way to ma

It’s a good question, but also a loaded one! Product management needs to prove their value to the company too, right?The dynamic you’re describing is common though, unfortunately. I’ve lived it many t

Remind them that in your title 'product' is first, you are a Product Marketer. You see yourself as part of their org and are an active participant in all their meetings. You are team members who alw

Prove that the Product Strategy delivers what it promises. Some multinational companies build the Product Strategy on three elements: - Product technical performance, what the product does at work. W

I'd reframe the question a bit from proving value to adding value. Proving value is a little defensive, vs adding value puts the onus on PMM to show up every day with a task to be done. I think about

This is a great question - especially because I think this relationship between product and marketing (product marketing) is one that often takes time. Trust needs to be built and that often comes fro

You can switch from right brain to left brain activities and fire both at the same time. You have to be analytical and strategic, you like art and science, numbers and words. You have to be able to g

The skills I look for in a PMM are:  - Messaging / Positioning: Ability to create compelling messaging that articulates how the products value propositions solve customer pain points. Examples of how

Start building the foundational materials - product positioning, the pitch deck, messaging guides, launch processes, etc. and get alignment on these early! It's critical to get these pieces done first

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. Hold back from providing ideas unless

Look at my phases of success for a PMM in your first 100 days, it has the building blocks on what to focus on so you can be prepared to help scale with your company. This can be tailored and used at

I’ll caveat this answer largely depends on your company’s goals, existing team structure, and culture. One should never parachute into a new company with a rigid 30/60/90 plan or assume the recipe for

My perspective here is whether you are starting at a larger organization with hundreds of employees or a startup with 40 employees - the first 30 days look roughly the same. This is your window to bui

I interview them to get to know them first, why they joined the company, what they are excited about, what they oversee, what they need help in (their pain points) and I start mapping their needs and

I think the common questions you'd want to ask both of these teams are  1. Tell me about your role and your teams - how do you operate today? (Build context of how these teams work in this organizatio

Don't bother. If you work for an executive team that doesn't see the value of PMM, you need to get a new job. You've got way too much work to do to waste your time trying to demonstrate something that

Mike makes a good point - in that it can be hard to help people see the value that PMM brings to the table. When I'm looking to take on a job in a new company, it's one of the first things I try to s

Map and tie yourself to the company level OKRs, mirror the ones in marketing and product or create and define your own KR’s if they don’t exist. Every Marketing Dept has 2 focuses: Customer: # of sig

This question shows up a lot for product marketers, in many different ways. Unlike other parts of the busienss that have numbers attached to their roles (quotas, MQLs, etc) often times PMMs share succ

Start with my 30/60/90 day plan. I embark on this process and begin looking for where I can dive in for my quick wins. You never know what scenario you are walking into or which project has suddenly

This is a hard question to answer because it is pretty dependent on your company's industry, business model, gtm strategy, etc. However, I'll give some examples I've come across in my experience.  1.

At Zapier I approached this by starting with a mission statement to describe why our team exists and the work we aim to uniquely do for the company: “PMM exists to maximize Zapier’s market opportuniti

This can definitely be a challenge whether you're the first or tenth PMM at a company. I'm a fan of working backwards from the customer, rather than starting with an idea for the product team or from

First, I listen. It's important to understand in depth why these needs/deliverables are being asked of Product Marketing. What is the underlying problem? How can Product Marketing solve this?  Then,

As mentioned before, product marketing is one of the most cross-functional roles of any in most companies. And as such, you’ll be getting requests for projects and deliverables from every angle. The f

Only a few weeks into my current role, I’m living this one in real-time! For myself, I’ve created the following approach: Listen → Set Expectations → Execute → Close the Loop. For prioritizing needs/d

I generally use a modified version of the Eisenhower Matrix (I just learned the name). On the spectrum of "not urgent to urgent" and "not important to important," you should prioritize the deliverable

I'm going to talk about my experience at really early stage companies, at this point, everyone is doing everything, so the priority is to create some strcuture to help every get aligned on the same go

As stated above, PMM wears so many hats it's important to recognize what is needed at any stage of a company. When first coming into an organization as the first PMM I think the most important thing t

Every company and every growth stage is different so the evaluative framework you utilize needs some flexibility. I recommend that your framework is developed in tandem with your partner stakeholders

I don't have a set framework as such, but this is the approach I'd take: Meet with stakeholders across the business to understand what's working, where the gaps are that PMM might be able to fill, an

I'm still trying to master this one, but here's what I'm doing at Klue (I'm in my first month at the company).  Create your PMM Charter With the input of your boss and other leaders in the company, yo

I start with my phases of success for a PMM in my first 100 days here. Through this process I create my priorities and ensure I have executive alignment on them. I always get feedback from my leaders

Chances are you will inherit a number of projects in queue Day 1. Do your best to deliver on those projects to drive results out of the gate. This will instantly help you build credibility with collea

As a first PMM hire it's important to prioritize needs and deliverables based on the overall goals and objectives of the company. Do “discovery” similar to how you would approach a product launch – g

As a first (and oftentimes only) product marketer at a company, prioritization is the mother of all skills. The framework I would apply is a natural extension of the 30/60/90 day plan outlined above.