All related (22)
Tiffany Tooley
Head of Product Marketing, Hubspot | Formerly Salesforce, IBM, Silverpop, BlackboardMarch 8

I'd say there are 3 things to keep in mind as a new PMM: 

1. Go easy on yourself and prioritize the things that will have the biggest impact. Product Marketers are central to a GTM strategy, but that doesn't mean you have to know everything or do everything. Think of your career less like a sprint (which leaves you quickly exhausted and solely focused on getting across the finish line!) but more as a run (in which you can manage a comfortable conversation and can keep your head up to see and embrace new opportunities

2. Prioritize ongoing learning. You're new! Taking time to prioritize and then schedule time for peer learning or to take on new experiences or stretch goals. You learn so much in your first few years that can set you up long-term for success! 

3. Work with your manager to build an Individual Growth Plan. Think about where you want to be in the next 3-5 (maybe even 7 years) and start to work back from there. The sooner you can identify the steps you need to take to reach your goals, the faster you'll be able to meet them and have the clarity and insight needed to guide the choices and decisions you'll certainly be making on your journey. 

Becky Trevino
Executive Vice President Product (fmr VP PMM), Snow SoftwareJune 2

When I started in Product Marketing there were very few resources - like Sharebird and PMA - where you could learn the fundamentals of Product Marketing. At that time, there was Pragmatic and a couple of blogs here and there. 

Today, there is a wealth of knowledge available online and even books on Product Marketing. I would have loved to have all of these resources available to me to learn from when I was starting out. I would have immersed myself in them and I would have used this content to help me identify the parts of Product Marketing that really sing to me faster than I did. 

Product Marketing is a vast field. It's nearly impossible to be great in all areas. It's important to identify your interests and strengths (e.g. data, storytelling, product, marketing) and to use this information to build what makes you special as a PMM. For me, it's storytelling + product evangelism. I'm really strong at both and the combination makes me unique.

Andrew Stinger
Head Of Marketing, UniverseJune 1

Time spent understanding the customer is not time wasted. Period.

A lot folks tend to look at marketing as the “front page news” of flashy executions and campaigns that people outside of the company see and/or experience to help them understand what is you all do. There is so much work before the point of external outreach that makes a great PMM. My strongest marketers are supremely empathetic with our users and their challenges/needs. These marketers can describe users in depth, they know where users look for information, what users want for our product (and broader market), and they know what brings users delight.

So, if you’re starting out in Product Marketing, don’t be afraid to ride sidecar with researchers or designers on your team conducting user studies. Shadow phone calls or listen to call recordings ruthlessly. Read analyst reports (but not too much). Interview users on your own.

Time spent understanding the customer is not time wasted. It is actually your greatest priority.

Daniel Kuperman
Head of Product Marketing, ITSM, Atlassian
In most B2B tech organizations (where I've spent most of my career) the PMM team owns the Go-To-Market. From a strategic perspective this means: - Who we should sell to and how - What should we sell and why - How we'll reach them and what we'll tell them - Knowing what works and course-correcting The challenge is that each of these elements is broken down into specific tactics, such as: - Who we should sell to and how: creating buyer personas, doing market segmentation, identifying sales channels - What should we sell and why: product-market fit, product launches, product positioni...
Priya Gill
Vice President, Product Marketing, Momentive
There are four areas where I believe that PMMs can add the most value, and that’s where I usually start my assessment to identify the lowest hanging fruit: * Product: Do we have product-market fit with our ideal buyer? Is our messaging differentiated and compelling? Is our pricing and packaging competitive? * Demand: Are we targeting the right personas, industries, categories? Where are we winning and are we doubling down effectively? Are there untapped markets worth pursuing? * Enablement: Are our win rates, average deal size and pipeline conversion strong? How does ARR / G...
Patrick Cuttica
Senior Product Marketing Manager, Square
I'm running out of time! See the answer above to the question "I wanna make the case to hire some more product marketers - we're a team of 2 for a company of 400. Whats the ratio where you are? Have you seen any external data on this?" -- I think I mostly covered this in that answer.  In short, we have a Go-to-Market team focused on the commercialization of our product straetgy and a Sales Readiness team focused on competitve/market intel, analyst relations and sales content developmenet. And our key partners are Solutions Engineers and Sales Enablement. 
Sara Rosso
Director of Product Marketing, HubSpot | Formerly Early hire @ Automattic (, WordPress VIP)
As a fully distributed / remote company, we operate slightly uniquely than other companies - the two biggest differences are 1) we don't use email and 2) everything by default is public to the entire company. Instead of email, we publish everything on our intranet, which is naturally powered by WordPress, and it's also public to the entire company. The intranet is essentially hundreds of WordPress(.com) sites, which we call P2s after the theme they run. P2 is available for anyone to use and the design enables easier front-end posting & inline commenting, so it's less o...
Sarah Din
VP of Marketing,
Does not matter if you are a junior PMM or a seasoned PMM leader - owning/coordinating launches and copywriting will always be part of your job in one way or another so embrace those, be the best at it, and use the experience to hone your craft. But you also don’t want to be pigeonholed into JUST being a project manager or copywriter - that’s when you need to make sure that you are working on a variety of projects in your role, and there are multiple ways to make that happen. * Have an open discussion with your manager and make sure that you have at least 1 big strategic initiative to ...
Alexa Scordato
PMO, TikTok
If product marketing is embedded within product, what that usually tells me is that marketing is a secondary function to product. If you're operating within a product-led organization, the cadence of the business will be determined by product leadership and the roadmap they set. That said, marketing can certainly influence it, but it's a shared service to product. When product marketing reports into marketing leadership, that's usually a signal that marketing is a leading function at the executive table in which case there's more a balance between marketing and product co-creating or design...