This is a hard question because I've found that even the nature of product
marketing and the title "PMM" means different things at different companies.
Generally, however, I'd look at the framework fo
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Product Marketing Career Path
3 answers
Head of Marketing, Google Maps Platform at Google • May 12
VP of Product Marketing at Betty Blocks • March 31
I wanted to share with you a resource that I found incredibly helpful and
informative. As I was searching for information on this particular topic, I
stumbled upon a document created by the Product M
What type of opportunities should current product marketers seek out in order to best position themselves to lead the product marketing function at a company?
7 answers
Chief Marketing Officer at Instacart • December 9
Once you've established deep expertise and credibility in the field, the
transition to leading a Product Marketing team will depend largely on finding
the right opportunity. This can happen with your
See my answer here in terms of what can help you personally grow as a PMM. In
terms of moving up the ranks, the journey is probably similar to other marketing
roles where beyond a certain level, you n
Head of Global Inbound Marketing at Asana • October 16
Every product marketing org is different, but there are typically three big
areas that may or may not be included in a product marketing org including,
inbound (working more closely with Product), out
Director, Product and Solutions Marketing at Hopin • June 2
Product Marketing has so many different specialties that it’s almost impossible
to be a master of all of them. My advice is to pick a product marketing swimlane
and develop a strategy or project that
Head of Product at Prove • September 8
Product Marketing is an evolving role and can mean slightly different things at
different companies, from sales enablement to competitive analysis and
everything in between. Hence, I would suggest thi
Head of Product Marketing at Calendly • March 26
Growing your career in PMM can mean many things from mastering each aspect of
product marketing to going deep in a particular discipline (e.g., pricing,
competitive, etc.). If growing your career me
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 9
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
VP of Marketing at Spekit • August 24
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 26
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 16
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 14
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 19
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 21
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 28
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 7
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 8
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 8
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 27
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 6
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 12
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 8
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 20
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 24
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
i.e. working at a large company with minimal scope, focusing on sales enablement but knowing you need experience on the product launch side, other marketing teams covering responsibilities, etc.
7 answers
Senior Director, Portfolio & Engagement Product Marketing at Airtable • October 9
This is a great question! I know lots of product marketers who worry that in
getting more specialized they’re missing out on the opportunity to get that
broad skillset. I reject the idea that you have
VP Product & Customer Marketing at Observe.AI | Formerly Clari, Vendavo, Amdocs • January 28
The role of a product marketer is very different in every company. Still, I
believe you shape up the position in your organization - the strengths,
interests, and passions you bring with you can expan
Vice President Global Marketing at CalypsoAI • May 12
There are multiple ways I'd suggest doing this. One approach is to use the
current area that you're focused on i.e. sales enablement, and how you can use
your knowledge and experience of this to influ
Head of Product at Prove • September 8
This is one of the reasons to work for a smaller company where you get a wider
scope, there is always pros and cons on each company type. Now if you are in a
large company with a small scope, Make the
VP of Product and Solutions Marketing at HubSpot • January 20
I think it's always possible for product marketers to learn varied skills by
being open to new projects or opportunities when they've mastered a skill. At a
large company, where roles are more special
Product Marketing at Clari | Formerly Gong, Salesforce, GE • April 15
Great question and a challenge I've definitely run into throughout the years.
Every role and every company is different and you're not always going to get the
full spectrum of PMM with every move. T
Director of Product Marketing at OkCupid • March 23
Reach out to the product marketing network! Sharebird is a great place to start
:) And I find that LinkedIn is another helpful resource for connecting with
other product marketers to get insights from
Typically, these roles require 3-5 years of experience and/or an MBA. Are there roles we should target instead that will help transition into product marketing? What qualities do you want to see in young professionals that want to land in product marketing?
7 answers
Director of Product Management, Speech and Video AI at Cisco • July 24
I believe there is no hard / fast rule about requiring an MBA. I have seen
plenty of young graduates make the transition to product marketing. The first
year or two is critical in terms of the kind of
Senior Director, Portfolio & Engagement Product Marketing at Airtable • August 14
I agree with a lot of Savita's points above. I see a lot of new grads who are
interested in product marketing and recommend most new grads to try to build up
general marketing skills before they try t
Director of Product Management - Pricing & Packaging, CXP at Twilio | Formerly Narvar, Medallia, Helpshift, Feedzai, Reputation.com • February 28
It is possible to start a junior product marketing role straight out of college,
but a true PMM role requires some real world skills. As a hiring managers, these
are some of the things I look for: 1
Head of Product Marketing, Collaboration SaaS at Cisco | Formerly Adobe, Samsung, Verifone • February 16
You should seek out product marketing specialist roles. In such a role you'll
get to help product marketing managers conduct market, customer and competitive
research, analyze data on product adoption
VP of Product Marketing at Howl | Formerly Google • May 25
Product Marketing Specialists, Associates or General Marketing Specialist roles
are good roles to kick-off your career in Product Marketing. They all will
require you to develop Product Marketing skil
Director of Product Marketing at OkCupid • March 23
I started my career in editorial, and didn’t transition over to marketing until
about six years ago. I can’t stress enough how important sharp communication and
collaboration skills are when it comes
There is often a huge emphasis on analytical skills, instead of brand marketing skills, when it comes to product marketing job descriptions.
12 answers
Head of Global Product Marketing at Airbnb • December 1
It's funny, I've been working on a deck looking at exactly this question.
It's fascinating how much it varies from company to company. We're moving to a
place where the distinctions between product ma
Director of Product Management, Speech and Video AI at Cisco • January 20
Just a feedback on the last comment, as I reacquaint myself to the "new" bay
area. I have noticed more emphasis on demand gen skills amongst many startups.
If there are stakeholders in the company alr
Sr. Director | Head Of Product & Partner Marketing at Samsara • November 20
First, you can not decouple analytical skills from brand marketing skills. They
are not mutually exclusive. You are right that there is more emphasis on
analytical skills in job description for produc
Senior User Acquisition Manager at Hopper | Formerly Skillz, Telus Health, • January 3
100% agree with Suyog. Nothing we do exists in a vacuum and all of the
positioning and messaging we bring to market should be looked at from a brand
lens to ensure consistency. Ultimately, the consume
CEO at AudiencePlus • January 29
I definitely appreciate this tension -- and in a perfect world you find the
right mix of both on the team. Analytical skills will benefit our understanding
of market sizing and opportunity, pricing an
Vice President, Product Marketing at Braze • March 11
Analytical skills tend to be the preferred skill set of a product marketer
because they are "running the business". Product Marketers own a product's P&L
and must have the business acumen to drive
VP of Marketing at Blueocean.ai • July 9
Brand is more than just a logo or color palette or tag line. Brand is the
combination of customer touchpoints that create meaning and belonging for that
customer...Brand attracts the customer in the f
VP of Product Marketing at Howl | Formerly Google • May 25
Understanding how Brand Marketing works is critical to succeed in Product
Marketing as these two teams work closely together to bring any Marketing and
Product work to life. Brand Marketing thinks ab
Vice President, Product Marketing at DigitalOcean • February 7
In my opinion, a big part of Product Marketing is storytelling - connecting the
customers' and prospects' desires and pain points to the capabilities of your
products and solutions. Brand Marketing
Director of Product Marketing at OkCupid • March 23
It depends on the role. As Head of Product Marketing at OkCupid, I rely on data
and analytics to drive product decisions. But ultimately, my priority is
ensuring that our product lives up to our brand
I get a lot of critical feedback from my boss and I don't always know what to do with it or how to improve. Sometimes I don't even agree with the feedback.
6 answers
VP of Product Marketing at Howl | Formerly Google • May 25
First of all - I empathize with you and I know it's hard to receive critical
feedback, but I applaud your interest in wanting to do something about this
feedback and improve it. Feedback and manager r
Sr Director II, Product Management - Marketing Technology at Walmart • June 9
Even when feedback seems completely unfair, there may be some small nugget to
pay attention to. So, in general don't dismiss the feedback without some
introspection. Giving objective feedback is actua
Head of Product Marketing at HiredScore • July 29
We all get feedback we don't agree with. It's important to know when to push
back and when to disagree and committ. But in general, if you're getting
feedback that you're not sure what to do with, it
Director of Product Marketing at OkCupid • March 23
It sounds like the feedback you’re getting may not be constructive, so I
encourage you to ask your boss for specific examples, as well as recommendations
of how they can see you improving. It’s more t
9 answers
Senior Director, Head of Product Marketing at DoorDash • April 1
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
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
It can sometimes be a struggle for those on the executive team, or in higher leadership roles, to see the value that product marketing is bringing to the business - especially if they do not have regular interaction. How do you build visibility for you and/or your team, and clearly communicate the achievements and activities throughout the year?
5 answers
Head of Product & Growth Marketing at Qualia • August 13
I love this question. I’ll step away from PMM for a minute and say - regardless
of what function you’re in at a company, you should be championing yourself and
your team constantly. People who ‘get ah
Director of Product Marketing at Twilio • March 16
Marketing your accomplishments is critical! It is epecially important to align
leadership expectations with reality since product marketing roles and
responsiblities can vary greatly from business to
VP, Marketing at Observable | Formerly Figma, Abstract • January 13
Tying your work to tangible outcomes, specifically those related to product
growth and revenue, and socializing it has worked well for me. Here's my
approach: Have a revenue-first mindset. Businesses
Group Product Marketing Manager at Zendesk • January 20
Great question. At Zendesk, we do a lot of monthly/quarterly syncs with product
leadership, sales leadership, marketing leadership, etc to discuss top programs
and communicate achievements. Quarterly
Director of Product Marketing at Attentive • March 17
One of the key challenges with communicating product marketing achievements is
often times there are less concrete KPIs. For example, demand gen is looking at
MQLs and sales is looking at quota attain