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.

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Platform and Solutions Product Marketing Stakeholder Management

Jason Perocho

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 and engineers create distinct buckets for their work. I have been a part of organizations with 40 features under development, but no one has gone through and asked how these are related to each other. Take what's being worked on and arrange them into 3-5 themes. Partner with PM/Eng to Craft Vision for Each Bucket - Once bucketed, ...Read More

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