How can a PMM best keep their leadership (Sr. Director, VP-level) best updated on an iterative & volatile product development process for a venture bet? What's the best communication cadence and format so leadership has confidence in the team?
I work at a large tech enterprise, where product development usually follows a predictable timeline and cadence. However, I'm the lead PMM on a massive venture bet, where product development is highly iterative (lots of testing, learning, and re-thinking of the product plan). I've been asked to "own" the GTM strategy & regularly share out on it, even while the product plan is not fully in place. I'm struggling to manage up & could use advice on what a leader is really looking for in terms of comms on a project like this.
Amperity SVP, Head of Marketing • 2y
The best way is to help the product and engineering teams bucket and articulate their work and goals. Bucket [or Theme] Product Development - Help your product managers a...
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