All related (47)
Madeline Ng
Head of Marketing, Google Maps Platform at Google
The short answer is that there are more, and the desires each stakeholder has become more specific! Essentially, as companies grow they have the opportunity to bring in more specialized talent. This could be teams in finance that are focused on products, specialized support organizations, strategy teams, program teams, or any number of others. The benefit is that you often have more hands on deck to ensure the success of a product. The downside is often coordination cost, and when it comes to product marketing that cost can be high.  You can stay on top of things by being proactive in und...more
Eric Petitt
Vice President, Marketing at Glassdoor
I’m not certain the stakeholders and leverage have changed much in my experience with different company sizes, although resources clearly do. As you grow from startup to tween/teen and mature, the stakeholders diversify with the added resources that come from business growth. Sophia and I have generally watched pmm move from an individual contributor -- plugged in to a growth team, leading basic sales enablement, and driving core positioning through product -- to an enabler, helping other teams do their work better, and ensuring a single voice across touchpoints. In startup and sometimes tw...more
Daniel Kuperman
Head of Product Marketing, ITSM at Atlassian
That's an especially important question for PMM leaders today. There are a few key components to pay attention to: - Compensation - Work - Growth First is to ensure your people are being paid fairly. This means always keeping an eye on the market rate for people on your team and whether they are below, above, or in the middle range for the base pay. At larger companies, your HR team will be able to provide that, but at smaller companies and startups, you'll have to do some research using third-party sites like Glassdoor,,, and others. If you spot someone on you...more
Patrick Cuttica
Senior Product Marketing Manager at Square
This is an awesome question and one that I've thought a ton about as we've scaled. I touched on this a bit in another answer (“When thinking about adding new talent to your team - how do you structure focus areas?”) but will reiterate and expand here. As our company has scaled, I don’t think it’s necessarily the case that our key stakeholders as a Product Marketing team have changed, per se—rather, I think of it more along the lines that our key partners in supporting those stakeholders have evolved. Meaning: on a macro level our key stakeholders still remain: * Product management: sup...more
Eileen Buenviaje Reyes
VP, Product and Growth Marketing at 1Password | Formerly Dropbox, SurveyMonkey, LinkedIn
I can only speak to the change from ~1000 → 3000+. As a company grows, the number of stakeholders grows along with it. That shouldn’t be a surprise. What I’ve also learned is that as the number of stakeholders increase, so does the importance of collaboration skills, role clarity, and decision-making processes: * Collaboration skills: With more people to align with, product marketers need to be especially flexible, picking the right battles to fight and letting things go that may not be worth the effort. * Role clarity: As mentioned in some of my other answers, its important for ...more
Loren Elia
Director of Product Marketing at 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. 

Katherine Kelly
Head of Product Marketing at Benchling | Formerly ExactTarget (Salesforce Marketing Cloud), Zendesk, Slack, Salesforce
Such an interesting question because I actually think it doesn't change that much. My last role was a company that was ~150 employees, Zendesk is now ~3,000 I think. In both companies, my biggest stakeholders were: * CEO * Head of Product * CMO * Head of Sales Often it feels like the job of product marketing at the stakeholder level is to help translate between these people and their teams to keep everyone aligned. If the product marketing leadership in your team has a seat at the table with these executives it's much easier to be effective and strategic vs tactical and execution focu...more
Daniel Waas
VP Product Marketing at AppFolio
Regardless of the size of the organization, there will always be a marketing and a product leader. They are your critical partners. Even in very large organizations with a matrix structure, you will still typically have these leadership roles for each business segment. As the organization grows the founder or CEO will be further removed from day-to-day operations and you're less likely to work with them. At AppFolio we are ca. 1600 people at the moment and key stakeholders I connect frequently with are: * Product VP * Marketing VP * Sales VP * The various business segment leaders * VP...more
Roopal Shah
Head (VP) of Global Enablement at 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 at 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...more
Elizabeth Brigham
Director, The Jay Hurt Hub for Innovation and Entrepreneurship at Davidson College
Hmmm...I actually haven't had the experience of PMM not having budget to spend, so not sure I can really speak directly to this. I have worked at a start up where we basically have no budget at all, but that's another story on scrapiness. In general though, any time I've had to write a business case to get funding for an initiative, I typically follow this format: * How will my initiative materially affect the business? Revenue growth? Cost efficiencies/economies of scale? Market expansion? * Why am I asking for this now, why is this a priority over other things we want to do?...more
Akshay Kerkar
Head of Marketing, Cloud Enterprise & Platform at Atlassian

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.