Driving PMM Impact

Thursday, December 11th, 2025 • 12pm–1pm PT ·

Are you looking to define and measure what success really means in Product Marketing? Join 150+ PMMs to learn from leaders who’ve mastered setting, tracking, and communicating KPIs that drive real business impact. Discover how top teams connect Product Marketing metrics to company goals, from pipeline influence to product adoption and sales enablement. You’ll leave with practical frameworks, real examples, and strategies to confidently show the value of PMM and drive alignment across leadership, sales, and product teams.

Date: Thursday, December 11th, 12 - 1 pm PT (3 – 4 pm ET)
Location: Online (link will be sent to registrants prior to the event)
Cost: This event is free. However, there are limited seats.

Top Questions

What are the metrics your product marketing teams are uniquely or primarily responsible for?

Bruce Randall

Former Head of Product Marketing at ServiceNow and Atlassian | Formerly ServiceNow, Atlassian, SAP, HP • 6mo

Product marketers should tie their metrics back to revenue to ensure they feel connected to business outcomes and understand their impact. I make sure all my product marketers can tie their work back to revenue in some way. They need to feel like they're part of the business and that what they do matters. While revenue is the ultimate North Star, there are leading indicators that help us understand if we're on the right path. Pipeline is crucial - and product marketers uniquely care about overal ...Read More

294 Views

Priyanka Srinivasan

Verkada Vice President Product Marketing • 6mo

At Verkada, we track both tactical execution metrics and revenue impact metrics for our product marketing teams. I think about our metrics in two different categories. First, we have tactical execution metrics. We launch numerous products and features every quarter (over 60 in September alone), so a significant portion of our product marketers' time is spent on launches. This includes creating positioning, messaging, and all necessary assets. For these activities, we use straightforward metrics: ...Read More

314 Views

Lizzie Yarbrough de Cantor

Hightouch Head of Product Marketing • 6mo

Product marketing teams should aim for a strong North Star metric while using supporting metrics to track progress. This approach varies based on team structure and business priorities. In my team, responsibilities vary widely. Some team members are directly aligned with revenue targets for incubating products approaching product-market fit. They focus intensely on funnel metrics to hit revenue goals. Other team members work on quarter-over-quarter planning with zero-to-one metrics or awareness ...Read More

330 Views
How have you measured how well your messaging is working? Any recommendations on processes or tools?

Bruce Randall

Former Head of Product Marketing at ServiceNow and Atlassian | Formerly ServiceNow, Atlassian, SAP, HP • 6mo

Focus on message consistency across the organization as a key indicator of effective positioning. Our number one job is to get message consistency out in the market. It's actually less important to have the perfect message than to have one that can be consistently used by everyone in the organization. When you see sales reps, customer service representatives, and product managers all using the same messaging, that's a strong indicator that your positioning is working. It means you've created a s ...Read More

344 Views

JD Prater

Ting VP of Marketing • 6mo

Look at funnel metrics - if your positioning isn't working, you'll see it in lead generation, demo requests, and sales cycle length. If your positioning isn't working, you'll see it clearly in your funnel metrics - you won't be generating leads, you won't be getting demo requests, deals won't close, sales cycles will be too long, or you'll be attracting the wrong audience. For example, at Assembly AI, we positioned strongly for conversation intelligence companies (like Gong) who built their own ...Read More

345 Views

Lizzie Yarbrough de Cantor

Hightouch Head of Product Marketing • 6mo

Use call monitoring tools to get real-time feedback on messaging adoption rather than waiting for win-loss data. Win-loss analysis is a lagging indicator that comes too late to be your primary feedback mechanism. Enterprise sales cycles can take quarters to complete, so by the time you get win-loss data, it's often outdated. Instead, leverage modern tools like Gong search or AI tools like Glean to see if reps are adopting your materials and talk tracks. These tools make it easy to create call mo ...Read More

344 Views

Priyanka Srinivasan

Verkada Vice President Product Marketing • 6mo

Listen to sales calls to understand how messaging is being used and how customers are responding to it. We don't track formal win-loss metrics at Verkada, but my team does a lot of listening in on sales calls to see how our messaging is being pitched and how customers are responding. We pay attention to what use cases customers are bringing up and what resonates with them. This real-time feedback helps us determine what messaging to develop next and how to refine our existing positioning. Listen ...Read More

359 Views
How do you create impact and value as the founding PMM in an organization which considers PMM as merely a content creator. I'd like to get a seat at the table for strategy, and not just be a tactical PMM.

Lizzie Yarbrough de Cantor

Hightouch Head of Product Marketing • 6mo

Balance tactical delivery with strategic insights, and leverage your ability to provide a broader perspective that others lack. You need to be tactical and smart about this challenge. Figure out your prioritization to ensure you're still delivering on what the company currently expects while gradually shifting toward more strategic impact. Bruce made a smart point about what makes PMM unique - while others suffer from recency bias (focused on the last call, deal, or fire drill), you have the opp ...Read More

305 Views

Priyanka Srinivasan

Verkada Vice President Product Marketing • 6mo

Avoid setting up systems that position PMM as a ticketing service for content creation, and clearly define the strategic nature of your role. The first piece of advice I'd give is never set up infrastructure that makes people think you're a ticketing engine. I've seen this happen in many PMM organizations where teams create JIRA ticketing systems for anyone to request one-sheeters or content pieces. This approach reinforces the perception that PMM just creates content on demand. I make it very c ...Read More

321 Views

JD Prater

Ting VP of Marketing • 6mo

Become the person closest to the data, as this will elevate your role beyond content creation and establish you as a strategic advisor. I've always found success in being closest to the data. If you know the data better than anyone else, you'll win because most people bring opinions and recency bias to discussions. When you can say "Our market research shows this. Our competitive analysis says this. The market growth looks like this. Our best customers match this profile. Product usage for power ...Read More

326 Views

Bruce Randall

Former Head of Product Marketing at ServiceNow and Atlassian | Formerly ServiceNow, Atlassian, SAP, HP • 6mo

Leverage your unique position as the face of the market to provide insights that other teams don't have access to. Remember that PMM's power comes from being the face of the market. We understand customers, buyers, competitors, and the analyst community, and we represent this market perspective wherever we go. When working with sales, we represent who they'll be selling to and articulate the product's value proposition. When talking to product teams, we bring market insights they may not have - ...Read More

312 Views
How do you create ownership or accountability over goals for PMM when there's often overlap with goals from Product, Sales, or other Marketing teams?

Bruce Randall

Former Head of Product Marketing at ServiceNow and Atlassian | Formerly ServiceNow, Atlassian, SAP, HP • 6mo

Create accountability by breaking down larger North Star metrics into specific activities that product marketers own and can be measured against. When we share bigger North Star metrics with other teams, activities become the way we measure performance and provide accountability. For example, if we need to deliver $100 million in pipeline, we might plan to generate $20 million through webinars. This breaks down to a specific number of webinars with target conversion rates and success metrics. I ...Read More

313 Views

Priyanka Srinivasan

Verkada Vice President Product Marketing • 6mo

Accountability for revenue is shared across multiple teams, with each playing a crucial role in the customer journey. When looking at any individual product we have, like our intercom product for example, there are multiple people who own the revenue number, and everyone has a piece in it. Product marketing might run a campaign that generates a lead, but then we pass the ball to sales who may or may not close it - or they might sell much more than we anticipated. It's very difficult to do precis ...Read More

539 Views

Lizzie Yarbrough de Cantor

Hightouch Head of Product Marketing • 6mo

Product marketers are professional cat herders who drive impact by motivating cross-functional teams toward shared goals, even without direct reporting relationships. As a PMM, you're constantly the leader of the group project when no one else volunteers. You're a professional cat herder. When thinking about accountability and ownership, PMMs can feel good about their impact by motivating people who don't report to them to work on strategic projects. There's nothing harder than managing people w ...Read More

311 Views
When hiring PMMs, what skills and behaviors most strongly correlate with later being able to show meaningful business impact?

Priyanka Srinivasan

Verkada Vice President Product Marketing • 6mo

Strong writing skills are the most fundamental indicator of a successful product marketer. At Verkada, writing ability is the first and most fundamental skill we look for. We test for writing in our interview process as a core assessment. While AI tools like ChatGPT are helpful, I worry about over-reliance on them because product marketers need to be able to write and use critical thinking skills independently. The job requires gathering insights from PMs and engineers, having conversations, and ...Read More

323 Views

JD Prater

Ting VP of Marketing • 6mo

Clear thinking, research capabilities, and curiosity are key indicators of product marketers who will drive business impact. For me, writing is more of an output - clear thinking leads to clear writing. I need to know that candidates can think critically. With newer colleagues from younger generations, I often see they're very good at finding answers but don't always understand how they got there. The "how" is crucial for clear thinking. Research capabilities are also essential since so much of ...Read More

344 Views

Bruce Randall

Former Head of Product Marketing at ServiceNow and Atlassian | Formerly ServiceNow, Atlassian, SAP, HP • 6mo

Look for risk-taking attitude and strong storytelling abilities that can resonate with different audiences. I start with attitude - I look for someone willing to take risks and try new things. Second, strong storytelling ability is crucial. As product marketers, we're selling to the sellers and marketing to the marketers, so we need to tell stories that resonate with different audiences. While product teams can describe features and capabilities, product marketers need to articulate how someone ...Read More

329 Views

Lizzie Yarbrough de Cantor

Hightouch Head of Product Marketing • 6mo

Assess candidates' ability to position themselves effectively and their willingness to take risks by testing new materials before scaling them. Storytelling, writing, and positioning are core tenets of strong product marketers that differentiate our role. I test this in interviews by asking candidates to position themselves - telling me the 2-3 most important things about them that make them great candidates that I wouldn't glean from their resume. This simple exercise reveals so much: Can they ...Read More

314 Views
What systems do you create to make reporting of results repeatable and sustainable when getting data from different teams is difficult?

Lizzie Yarbrough de Cantor

Hightouch Head of Product Marketing • 6mo

Partner with operations teams to build dashboards while ensuring you don't avoid high-impact work just because it's hard to measure. I agree with Bruce about leveraging operations teams. Sometimes we get so hung up on measuring everything that we avoid doing good work that's difficult to quantify. You need a strong partnership with RevOps, marketing analytics, or whoever can help you build a centralized dashboard for understanding the health of the business you're responsible for. This is import ...Read More

320 Views

Bruce Randall

Former Head of Product Marketing at ServiceNow and Atlassian | Formerly ServiceNow, Atlassian, SAP, HP • 6mo

Leverage specialized teams for data collection rather than having PMMs spend their time gathering metrics. If product marketers are spending their time collecting data, they're probably not focusing on their most important work. I always leverage the marketing analytics team, FP&A team, and sales ops teams to help generate metrics. If PMMs are spending 50% of their time on metrics collection, we're better off with no metrics at all. I've used tools like Tableau and other dashboarding solutio ...Read More

295 Views

JD Prater

Ting VP of Marketing • 6mo

For smaller companies without dedicated analytics teams, aggregate existing dashboards rather than building your own. If you're at a smaller company or startup as the first PMM, I recommend aggregating existing dashboards rather than building your own. Ask your sales team what they're looking at in HubSpot or Salesforce and have them show you their dashboards. This helps you understand what they're focused on, which is important if you want to influence sales. The same applies to marketing and p ...Read More

293 Views

Priyanka Srinivasan

Verkada Vice President Product Marketing • 6mo

At larger organizations, specialized teams handle metrics collection and dashboard creation for product marketing.

At Verkada, my team doesn't do any gathering of metrics. We have dedicated data science and marketing analytics teams that create dashboards for us. This might be different at smaller organizations, but at our size, specialized teams handle all the data collection and reporting.

323 Views
Beyond win-loss interviews, what data points tell you that your positioning is changing deals for the better?

JD Prater

Ting VP of Marketing • 6mo

Look at funnel metrics - if your positioning isn't working, you'll see it in lead generation, demo requests, and sales cycle length. If your positioning isn't working, you'll see it clearly in your funnel metrics - you won't be generating leads, you won't be getting demo requests, deals won't close, sales cycles will be too long, or you'll be attracting the wrong audience. For example, at Assembly AI, we positioned strongly for conversation intelligence companies (like Gong) who built their own ...Read More

300 Views

Bruce Randall

Former Head of Product Marketing at ServiceNow and Atlassian | Formerly ServiceNow, Atlassian, SAP, HP • 6mo

Focus on message consistency across the organization as a key indicator of effective positioning. Our number one job is to get message consistency out in the market. It's actually less important to have the perfect message than to have one that can be consistently used by everyone in the organization. When you see sales reps, customer service representatives, and product managers all using the same messaging, that's a strong indicator that your positioning is working. It means you've created a s ...Read More

326 Views

Lizzie Yarbrough de Cantor

Hightouch Head of Product Marketing • 6mo

Win-loss is a lagging indicator; use call monitoring tools to get real-time feedback on messaging adoption and effectiveness. I see win-loss as a lagging indicator that comes too late to be your primary feedback mechanism. Enterprise sales cycles can take quarters to complete, so by the time you get win-loss data, it's often outdated. Instead, leverage modern tools like Gong search or AI tools like Glean to see if reps are adopting your materials and talk tracks. These tools make it easy to crea ...Read More

316 Views

Priyanka Srinivasan

Verkada Vice President Product Marketing • 6mo

Listen to sales calls to understand how messaging is being used and how customers are responding to it. We don't track formal win-loss metrics at Verkada, but my team does a lot of listening in on sales calls to see how our messaging is being pitched and how customers are responding. We pay attention to what use cases customers are bringing up and what resonates with them. This real-time feedback helps us determine what messaging to develop next and how to refine our existing positioning. Listen ...Read More

326 Views
If you were starting in product marketing today, what would you tell yourself to hit the ground running?

JD Prater

Ting VP of Marketing • 6mo

Take advantage of AI tools to accelerate your research and analysis capabilities. I would tell myself to use AI tools extensively. It's almost unfair how much these tools can accelerate your work compared to when many of us started. Using tools like Notebook LM or ChatGPT to analyze multiple industry reports simultaneously allows you to function like an analyst, getting insights on market trends and directions in minutes rather than days or weeks. These tools can dramatically enhance your produc ...Read More

293 Views

Priyanka Srinivasan

Verkada Vice President Product Marketing • 6mo

Focus on building fundamental skills like writing and relationship-building with product teams.

I would emphasize focusing on fundamentals, especially if you're new to product marketing. Make sure you have good writing skills, build strong relationships with product teams, and get experience with product launches. These are the foundational elements that every product marketer should master, and getting these basics under your belt is essential for long-term success.

290 Views

Bruce Randall

Former Head of Product Marketing at ServiceNow and Atlassian | Formerly ServiceNow, Atlassian, SAP, HP • 6mo

Find a good mentor, deeply understand your product and market, and focus on communicating value to your audience. First, pair up with a product marketer who can be a good mentor to you. Second, get to know your product and your market thoroughly - these are the most important foundations. Understand that your value proposition lies in describing the value of the product or solution to the person you're selling to. While product teams can describe all the features and capabilities, what's often m ...Read More

328 Views

Lizzie Yarbrough de Cantor

Hightouch Head of Product Marketing • 6mo

Value your objectivity as a new product marketer, as it provides a fresh perspective that becomes harder to maintain over time. When you're new to product marketing or to a company, own and find value in your objectivity. As we become more senior or spend more time at a company, we learn where the bodies are buried and which products have been sunset, making it harder to remain objective. Yet objectivity is incredibly valuable when thinking about market expansion, TAM growth, and future directio ...Read More

309 Views
Would love to see a clear framework (if it exists) for how to demonstrate PMM impact for different initiatives? Everything from sales deck to ICP. The advice online is usually too generic to be executable.

Bruce Randall

Former Head of Product Marketing at ServiceNow and Atlassian | Formerly ServiceNow, Atlassian, SAP, HP • 6mo

Use a standardized quarterly deck to communicate goals, achievements, and plans to stakeholders and executives. I maintain a standardized "walk-around deck" that I update quarterly and use in one-on-ones with executives and stakeholder leaders. The deck includes three main elements: our goals, our achievements so far, and our plans. I keep the achievements and plans sections separate so they can be shared independently depending on what stakeholders want to see. I also always include a section e ...Read More

318 Views

Lizzie Yarbrough de Cantor

Hightouch Head of Product Marketing • 6mo

Find opportunities to promote visibility in company forums and create structured frameworks that align with how your organization communicates. I recommend finding opportunities to promote visibility in functional all-hands or company all-hands meetings, as well as sharing and shouting out achievements in public forums. For organizations with more structured fiscal planning, I've used physical frameworks (which I'm happy to anonymize and share) that show the connection between the big strategic ...Read More

292 Views

Priyanka Srinivasan

Verkada Vice President Product Marketing • 6mo

Consistently showcase your team's output through company communication channels and take ownership of sharing launch information. We use various forums to highlight our team's work, primarily through Slack since we're a very Slack-first organization, but also in go-to-market all-hands meetings. I encourage my team to make a big deal out of every new industry body of work we create - whether it's website pages, documentation, or other materials - by sharing it in our sales channels where we have ...Read More

296 Views

See Event Answers

Speakers (3)

Bruce Randall

Former Head of Product Marketing at ServiceNow and Atlassian ·

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Priyanka Srinivasan

Vice President Product Marketing · Verkada

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Lizzie Yarbrough de Cantor

Head of Product Marketing · Hightouch

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Driving PMM Impact

Top Questions

What are the metrics your product marketing teams are uniquely or primarily responsible for?

How have you measured how well your messaging is working? Any recommendations on processes or tools?

How do you create impact and value as the founding PMM in an organization which considers PMM as merely a content creator. I'd like to get a seat at the table for strategy, and not just be a tactical PMM.

How do you create ownership or accountability over goals for PMM when there's often overlap with goals from Product, Sales, or other Marketing teams?

When hiring PMMs, what skills and behaviors most strongly correlate with later being able to show meaningful business impact?

What systems do you create to make reporting of results repeatable and sustainable when getting data from different teams is difficult?

Beyond win-loss interviews, what data points tell you that your positioning is changing deals for the better?

If you were starting in product marketing today, what would you tell yourself to hit the ground running?

Would love to see a clear framework (if it exists) for how to demonstrate PMM impact for different initiatives? Everything from sales deck to ICP. The advice online is usually too generic to be executable.

Speakers (3)