All related (36)
Madeline Ng
Head of Marketing, Google Maps Platform, GoogleMay 12

You're actually in a good position if you are moving from a B2B account management role into a B2B product marketing role because you have knowledge of the audience you're serving and a deep understanding of the product. This is a chance to turn a bug into a feature.

This whole pivot is actually a chance to practice your product marketing skills, except you are your product. Focus on what the interview question is getting at - what is the core need of the audience? - and then speak to how you are uniquely qualified to do it. Own the perspective that you have and it might even help you differentiate from your competition for the role.

Example of a question you might get: Tell me about a time when you launched a product. 

  • While you may never have launched a product, you have probably faced a situation where you had to get lots of stakeholders together to agree on a decision, made some kind of asset, delivered it, and then saw if it worked or not. 
  • Reframe your experience - perhaps a sales pitch you put together - to show how you have the skills, just not in the same context.

Tactically, I would make a list of questions, sourced from product marketers, and then map your experiences against them. If you have some time between now and your pivot, I would also think through the gaps in your resume and see if you can fill it with side projects or deeper involvement in activities that show the same skills.

Vidya Drego
VP of Product and Solutions Marketing, HubspotJanuary 17

Regardless of your background, you should always be looking in an interview to help bridge the gap between your own experience and the role you're interviewing for. If you know the role you're interviewing for requires some technical knowledge that you don't have, showcasing how you've solved similar types of challenges for customers before or how you've learned something you didn't know in order to help your customer can help to demonstrate how you'd face the challenge as a product marketer.

Abdul Rastagar
GTM Leader | Marketing Author | Career Coach, June 7

I think account managers have an inherent advantage over product marketing candidates during the interview - they know the customer really well. In many cases, product marketers, who are supposed to be the voice of the customer, never even interact with them. So use that to your advantage to convince the hiring manager that you will be able to truly represent the voice of the customer. Did you take customer feedback/input/criticism back to product management in the past and get them to enhance the product? Did you influence marketing to drive different campaigns or update their messaging based on how you saw the customer react? And what were the results? Those are essentially the things that product marketers should be doing (but often don’t.)

About navigating technical questions, there are a few that tend to come up time and again: 

  • What are the elements of a marketing plan? 
  • How do you launch a product? 
  • Show me an example of a good and a bad product launch
  • How do you develop messaging? 
  • How do you influence sales/product management/executives? 

My advice is to learn all the elements of a launch plan and study examples of great launches and complete failures. Then tie them back to what product marketing did / didn’t do correctly.

Carrie Zhang
Product Lead (fmr Head of Product Marketing), Square
Covered this a bit in another question. PMM can bring a very strong customer perspective when it comes to product development. To have a seat at the table though, you have to do the work. This is what we do to bring customers perspective to our product teams: * Visit, shadow, do work at our customers. No research can compare to the insights you get by actually being in the shoes of our customers - in our case, small businesses * Talk to customer facing teams (Sales, Account Management, Support) and synthesize feedback. They are on the frontline all the time. You will be surpr...
Christy Roach
Head of Portfolio & Engagement Product Marketing, Airtable
The most important thing to keep in mind is this: having the product marketing title doesn’t automatically mean you get to influence the roadmap. You have to put in the work and show your value to get a seat at the table. There are three big levers to pull here to help you shift the way product marketing works from a team that’s just responsible for the launch of a product to one that’s involved in the entire product process. 1. Create a partnership with your PM: When you’re thinking about how to influence, you’re probably thinking about managing up and influencing people who are more se...
LeTisha Shaw
Director, Product Marketing, UserTesting
Yes, this is a pretty standard PMM interview question. When I ask, I am typically looking to see if the candidate understands product launch and go-to-market fundamentals. I'm also interested in which parts of the launch they led (i.e. was it a specific marketing channel or soup-to-nuts?).  I also like to ask different variations of this question, like "tell me about a product launch that did not go well and you had to get back on track" because let's be honest, not every launch goes exactly the way we plan :)
Ross Overline
Senior Manager, Product Marketing, Fivestars
Asking for a raise is tricky. Ultimately, you need to be driving value, right? That can be broken down quantitatively, but also qualitatively.   Quant: What impact are you having on funnels? Run A/B tests to prove that your strategies are driving impact. How have NPS and sentiment changed?   Qual: Do you have strong relationships with stakeholders? Are you driving value through strategy, creative, and channel partnerships?   I would also recommend using your companies job ladder as a tool, or if you don't have one, job descriptions for other similar roles. If you're a PMM and the expe...
Leandro Margulis
Head of Product Marketing, Prove
Well, the question of "What is Product Marketing" Could mean different things at different companies, but my answer is that we provide the voice of the market and the voice of the customer internally to the product manager so we can build products that resonate with our audience, and we are the voice of the product externally providing the appropriate messaging and positioning to go to market.
Lindsay Bayuk
CMO, Pluralsight
Great question! This is so important. Because product marketing is often the "glue", it’s easy to miss how critical it is to driving company alignment and growth. Make sure that you have a regular cadence of updates and clear/measurable metrics reported to your CMO and Executive team. Being proactive about advocating for your function is part of being a great marketer!