All related (27)
Pallavi Vanacharla
Head of Marketing, IoT at Twilio
Love it! Excellent question. I always hire the best, so the usual cultural suspects such as passion, drive, skills, talent are a given. Beyond those, below is the team culture I like to create, which frankly are applicable to any function. But, at the end, I will provide some cultural traits that are specific to product marketing. Culture that I strive to create for my team: 1. Happy 2. Trusting  3. Collaborative 4. Caring 5. Humble  How do you do the above? Remember the saying "be the change you want to see"? 😃 Well do that and everyone else will follow. This works at scale too, ...more
Patrick Cuttica
Senior Product Marketing Manager at Square
I don’t know that this is really any different than creating and reenforcing a culture for any team, really. I think a great place to look for inspiration is your company's overall value system and culture.  For example, at Sprout Social, a few of our core values are to: * Celebrate chnage * Solve hard problems  * Seek simplicity * Promote open, authentic communication These are values that are obviously core to being an effective and successful product marketer as well. Also, I kind of think about the culture of our team along the same lines of how we approach product developme...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
Becky Trevino
Executive Vice President Product (fmr VP PMM) at Snow Software
The first thing you need to do is understand the growth stage of your company. There are typically 3 critical growth stages for companies: 1) Scale to $100M ARR 2) Scale to $1B ARR 3) Scale from $1B+ ARR The organizational and cultural needs of Product Marketing differs at each of these different stages of growth. In Stage 1, Product Marketing is needed to partner with C-level teams to build company positioning, messaging, strategic/category narrative, and translate key use cases into critical assets for the marketing and sales teams. In this scenario, you're usually telling a one p...more
Katherine Kelly
Head of Product Marketing at Benchling | Formerly ExactTarget (Salesforce Marketing Cloud), Zendesk, Slack, Salesforce

For me, I have to be intentional here. Because it's so easy to get sucked in to the work and just surviving from deadline to deadline. But you have to put it to the forefront and make it a priority. 

One thing I like to do is involve the team in determing the values we'll prioritize, that way we can bring it up if we ever lag and discuss what we need to do to bring them forefront again.

I like to create cultures the focus on: accountability, collaboration, empowerment, expertise, transparency, directness, support...and I always like to have a sense of fun and humor as well :) 

Patrick Cuttica
Senior Product Marketing Manager at Square
This depends heavily on the make-up of your company and your product portfolio. Early on, I thought of our team as product marketing generalists. Each PMM covered a wide range of responsibilites tied to the commercialization of our product straetgy including: core product positioning, product launches and release management, various sales enablement efforts, assisting with in-app copywriting, executing internal product enablement (technical trainings, demo environment, etc.). Over time, we began to further specialize.  I think the key is understanding the core needs of your main stakehol...more
Rehan Mirza
VP of Growth at Verifiable
Culture is something we think about a lot - think it's a bit of a requisite to do so when it's in your company's name. We have a saying here which is "Culture comes first, whether you're conscious of it or not" - so in my mind it's clear you absolutely NEED to be actively cultivating it and maintaining it. There's a lot we do to cultivate and maintain culture at the company-level (Culture Amp), at the Org-level (Customer org), and the practice-level (Marketing overall). While I'll speak to some of the things we do at a team-level (PMM).  Being a distributed team (in both SF and Melbou...more
Andrew Stinger
Product & Company Marketing Lead at Coda
In my experience, most Product Marketers want to have positive impact, and do superlative work. This means my job as a manager of Product Marketers is to get really clear on the kinds of impact we need to have as a marketing org, and what the standard for excellence is on my team. If you get really clear on those two things and have a few, well-facilitated conversations around them, the rest will follow. My team (which includes Product Marketing and several other marketing functions) knows they have two primary jobs: 1. Own the narrative 2. Accelerate the business Depending on their ...more
Sara Rosso
Director of Product Marketing at HubSpot | Formerly Early hire @ Automattic (, WordPress VIP)
As a fully distributed / remote company, we operate slightly uniquely than other companies - the two biggest differences are 1) we don't use email and 2) everything by default is public to the entire company. Instead of email, we publish everything on our intranet, which is naturally powered by WordPress, and it's also public to the entire company. The intranet is essentially hundreds of WordPress(.com) sites, which we call P2s after the theme they run. P2 is available for anyone to use and the design enables easier front-end posting & inline commenting, so it's less o...more
Tiffany Tooley
Head of Product Marketing at Hubspot | Formerly Salesforce, IBM, Silverpop, Blackboard
We start by co-creating it! It's very much a collaborative exercise across the team to determine how we want to show up as a team! Some of it comes from listening to individuals, replaying back what you've heard and key themes, and then using that to facilitate good conversations around what's next. We very much anchor our team values back to HubSpot's culture code, which embraces Humility, Empathy, Authenticity, Relatability, and Transparency. We also recognize the values we create have to be centralized, reinforced, shared with others across the org and then measured, so they're not only ...more
Sarah Din
VP of Marketing at
This is a question I get a LOT. Everyone wants to know whats the idea PMM team structure. The short answer is there isn't one. Firstly, the role of a PMM looks different in every company. Secondly, the role of a PMM is not static. The role should evolve based on business priorities. So while you may structure the team a particular way today, know that you might need to change that structure a year from now if your priorities shift, especially at a start-up where things change quickly. Here are a few things to keep in mind though: * Look at the ratio of PM to PMM as a starting point, es...more
Grant Shirk
Head of Product Marketing, Cisco Meraki at Cisco | Formerly Tellme Networks, Microsoft, Box, Vera, Scout RFP, and Sisu Data, to name a few.
This is what makes PMM so fun. And also a little chaotic. You're frequently context-shifting between strategic investments (a 12- to 18-month horizon), quarterly operational work (those "big rocks" and Tier 1 launches), and the daily/weekly/monthly execution below the scenes. And then a competitor (or new entrant) does something you have to react to. Engage competitive skillsets! I've found the best way to manage through this is through a few tools: 1. Clearly establish what your high-impact priorities are. And then communicate them until you're blue in the face and sick of hear...more
Alexa Scordato
PMO at TikTok
Where to start? Every company has different policies for promotion criteria, but ultimately it needs to take into account 2 things: merit and business need. Business need has to come first. It means that there's a larger scope of a role that needs to be done - more responsibility and complexity within an org / team - and there's now an opportunity or need for someone to fill that. If that doesn't exist, promotions shouldn't be happening arbitrarily. I recongize that especially within startups, individual contributors want to grow and should be recognized for their efforts, but when merit su...more