All related (35)
Christy Roach
Head of Portfolio & Engagement Product Marketing, AirtableOctober 8
This is a hard jump to make! Not to sound like a broken record, but the first step is communicating with your manager to let them know that you want to move into management and getting their feedback on what you’d need to do to make that move and what timeline might be realistic. I can’t say it enough, being clear in what you want and communicating that to the people who can help you get there is essential to growing your career. From there, there are a few things you can do to help the process. First is taking management training, getting a career coach, getting 360-degree feedback, and r...
Priyanka Srinivasan
Head of Product & Partner Marketing, QualiaAugust 13
The first thing you have to ask is - is there room for a director or team lead at my company in product marketing? My CEO once said there are basically two ways you can start managing a team: 1. The company is growing (in headcount) and some of that can get allocated to you  2.  If the company isn’t growing in headcount, there’s a reorg that happens where you’re given more scope / resources / headcount It’s worth noting that on (1) you need to be able to make a good case for why you should get some of that headcount. Heads are the most fought for things at a company. In order to...
Steve Feyer
Product Marketing Director, EightfoldApril 5
Perfectly correct answer from Mike. I do all these things and have been promoted annually. "Riding the right rocketship" also has the component of picking the right company in addition to the right boss. If you arrive ahead of growth, you'll earn team management responsibility as quickly as you can handle it. But if your company is stagnant, those above you will need to leave for you to advance. One caution I always give is not to grab a high title from a small company just because it's offered to you. I could be a Vice President today... most likely, VP of nothing. Escalating your ti...
James Winter
VP of Marketing, SpekitDecember 12
Adding on to all of the great advice above: * Build your network: meet as many marketing leaders as you can so that when they're ready to hire someone externally you are on their list. Also get to know some good recruiters.  * Be flexible and ready to leave your current company: your chances of being promoted at your current company are miniscule compared to the jobs available elsewhere  If you wait to get promoted at your current role, you're limiting your chances immensely. The math is pretty simple: if you wait at your current role, they either need to be creating the rol...
Mike Flouton
VP, Product, Barracuda NetworksNovember 15
First, Make sure you own your company's most strategic product. Usually that's the product with the highest revenue or fastest growth. Ideally both.   Second, make sure the execs know who you are. Go as high as you can go. Develop relationships with the CEO and/or board if you're small or mid-sized, aim for BU head if you're in a large enterprise. Be the one standing up in front of the exec team (or board) giving updates about your product. Say smart things.    Third, make sure you're riding the right rocketship. Make sure your current boss is the type who is always singing your praises...
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...
Horacio Zambrano
CMO, ; B2B GTM/PMM Advisor, Truu, Inc.December 5
All of the above. To create those higher level relationships internally and project more seniority, you need to be/sound as strategic (about your industry, competition, trends, shifting dynamics) as you are/can about feature richness. Executives tend to be strategic and they need people that can bridge the on the ground execution to their vision/story-telling.
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...