It’s all about making sure the PMM and PM team have shared goals. And in the event an interesting opportunity arises, you can build a business case that supports accelerating achieving your shared goals.
In my case, PM and PMM are aligned on revenue and adoption goals. For example, when I first started at Sentry, we had an opportunity to build a partnership with another large service that was in our space but not a competitor. A partnership would lead to perpetual distribution to their audience via their products along with features on their blogs and newsletters. However, in order for us to participate in this partnership, we had to make some changes to our product.
After some analysis and working closely with the Ecosystem team, we came to the conclusion that the level of effort vs potential impact was significant enough for us to deprioritize a few other initiatives to accommodate the asks of the partner. In the end, the partnership led to a spike in sign-ups, features on multiple channels, press coverage, and a stronger relationship with a well-known company.
