All related (29)
Akshay Kerkar
Head of Marketing, Cloud Enterprise & Platform, AtlassianDecember 22

I must admit that design disagreements have been rare in my experience. The best way to ensure alignment is to really think of your design partner as a true partner (vs. just a service role), bring them in early and upfront, provide them with context (e.g. maybe even have them be part of planning sessions), and take a collaborative vs. directive approach.

While there may always be one-off disagreements on individual efforts, overall a collaborative approach should lead to a much better working relationship and end result since you’ll now be aligned on goals and desired outcomes.

Lindsey Weinig
Director of Product Marketing, TwilioMarch 14

Whenever possible I try to have a customer-first, data-driven approach. We've used A/B testing, customer research, or referencing market standards to hash out disagreements in the past. If those aren't an option, but the decision is crucial to the success of the project, I recommend forming a RAPID team/framework to ensure the best option is selected. 

Leah Brite
Head of Product Marketing, Core Product, GustoApril 27

Here are a few things to think about:

  1. Consider how you are briefing in the work to get alignment upfront on the ask and the criteria.
  2. Related, bring them along on the insights journey to empower them to design in a way that will hit the mark for your target customers. Link them to your customer personas, usage data or research that highlights what they care about, past interaction data or qualitative input from customers and prospects on what they value in design or information architecture.
  3. Do you have an opportunity to get feedback directly from users? Is there a way to AB test a creative in a way that would generate useful insights to guide future design decisions? Or do you have a customer advisory board (whether formal, or just an informal handful of customers you could ask for feedback from) that could help you and the designer understand which is the right design path to pursue from the customer’s perspective?
  4. Ultimately, try and persuade the designer using customer stories and data. If that isn’t successful, design likely holds the final decision. Use a disagree and commit framework, and ponder what might drive more alignment in the next project you work on together.
Loren Elia
Director of Product Marketing, HoneyBook
This is challenging indeed and something I've had to deal with at every company I've worked for. What I've fund helps keep me and the business teams sain is to plan to launch features 14 days after the official planned released date. This makes product nervous most of the time, but most of the time they're also delayed so it all works out in the end. 
Roopal Shah
Head (VP) of Global Enablement, Benchling
Goes back to the shared goals - which at a high level, are hard to argue with - revenue, cost savings, customer success, etc. Once you get that common agreement, then it's about the strategy / the "how" to get there. If there are disagreements here, I would start with trying to understand why and seeing it from both of their vantage points. Then trying to see if you can get them 1:1 to understand the other point of view or better yet, get them to talk to each other. Ultimately though if all that doesn't work, you may need to get a tie breaker that's someone else and who they will listen to.
Gregg Miller
VP of Product Marketing, Oyster®
GTM kickoff meeting: It is absolutely essential to get all the right stakeholders in the same room to get on the same page around what we're doing, why, by when, and with which owners. I like to have my team run these meetings roughly three months before a given launch and use them as an opportunity to share out a preliminary GTM strategy they've developed in partnership with the product manager. The goal of the meeting is to provide a concrete rough draft detailing strategy and assets and timeline and owners for everyone in the room to pressure test and improve upon. It should be a collabo...
Elizabeth Brigham
Director, The Jay Hurt Hub for Innovation and Entrepreneurship, Davidson College
The most important KPI is closed won business. If your sales team knows to whom, how, what and at what time to sell (e.g. when to walk away), you've done your job.  Other internal metrics to consider are: * Managers' qualitative review/certification of sales ability to pitch and demo (the demo piece may vary based on the size of your business or product complexity) * How often sales teams are using marketing materials in sales cycles, how clear they are to prospects and if any were critical to closing the deal (there are fancy tools now that give you the ability to send do...
Akshay Kerkar
Head of Marketing, Cloud Enterprise & Platform, Atlassian
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 PMM team in the form of Industry/Solutions Marketing that is focused on solutions for specific verticals or segments. At Atlassian, since we have a flywheel model, PMMs have a lot more focus on activities that deal with acquisition (self-serve), cross-sell, and upsell. So while our PMM teams are organized by product (e.g. Jira, Confluence, etc.) individual PMMs on a product team can focus on c...
Angela Zhang
Director, Product Marketing, DocuSign
That’s always a challenge in a resource-constrained world! My goal is to spend 80% of time on 1-2 big strategic projects, routine launches, process improvements, and leave 10%-20% of time for ad-hoc requests which I’ll prioritize based on some combination of interest in problem, development opportunity, and relationship-building.  During planning, I'll involve my key stakeholders (PM, design, and sales) into the process and walk them through how much PMM support they can expect. Things will invariably come up through the quarter, so I keep in mind and communicate what are must-do's, and ...