All related (75)
Grace Kuo
Product Marketing, Chan Zuckerberg Initiative | Formerly UdemyMarch 5
Be thoughtful and get to know them (processes, workflows, areas of focus, etc.) Often it can be jarring as a new PMM to go straight to providing (sometimes unwarranted) feedback to your PMs, Designers, Engs. Get to know them first and understand the background of the project/product so that you show you care about context and their way of work. Build credibility by providing thoughtful approaches to how you operate as their partner. When you do provide them with feedback, help them understand the framework/philosophies/examples from competitors or similar companies that you utilize, s...
Gregg Miller
VP of Product Marketing, Oyster®February 11
It's all about doing great work that matters to the business, matters to your partner, and fits into the context of the relationship! The playbook below can help get the ball rolling. Sorry for the long answer, but it's a complex question with big implications for your ability to add value as a PMM. 1) It's essential to understand your business — the market you play in, the strengths/weaknesses of the competition, how customers feel about you, etc. — better than just about anyone else in the company. Your level of fluency (or lack thereof!) will be visible in how you show up: the insight...
Shabih Syed
Director, Product Marketing, Datadog | Formerly MparticleJuly 7
The best way to establish credibility is to demonstrate to them what is your process for launching products and where do you need their help and how you will help them. Think of product marketing as delivering a set of services to the product managers. These services can include market research, competitor analysis, value proposition messaging for a feature etc. Be clear about documenting these services and the SLAs behind them.. Ideally, product marketing can be a function within the product team. That’s how you keep yourself truly embedded with the product managers and liaison with the m...
Laura Jones
Chief Marketing Officer, InstacartDecember 8
  To establish credibility with a new team, the first step is understanding the team's need, laying out a vision for how you can best add value, and aligning around expectations. It is important to know the user, the market, and the product so that you can engage with the cross-functional team in a meaningful way from day one. With a clear set of objectives and foundational understanding of the space, you can quickly begin to make an impact on the team.  
Jason Oakley
Sr. Director of Product Marketing, KlueJanuary 2
Know the product and their role (product management) well. In my experience, I've been able to build credibility with PMs by being able to speak their language, communicate in tools like Jira, Confluence, Miro, Figma, that they use every day to do their job.  While product knowledge is important, market and competitive knowledge is a huge asset for PMs and something they often don't have. If you can bring that to the table, you'll be seen as a valued partner.  I've also experienced a tension between PM and PMM when it comes to overlapping jobs and who owns what. PMs may feel like a new pr...
Priya Gill
Vice President, Product Marketing, Momentive
Not sure I completely answer the question. Typically when I ask candidates to give a presentation, it's less about the specific products they're presenting, but rather HOW they present it. Can the candidate articulate how they effectively approached their GTM strategy, from ideation to execution and beyond. Can they effectively launch a product/feature and properly engage the right cross-functional partners to make that launch a success? Are they outcome-oriented and think about the metrics they're trying to drive with a given launch? Those are just a few things that I would be looking for ...
Roopal Shah
Head (VP) of Global Enablement, BenchlingJanuary 5
Roll up your sleeves and learn the ins & out of the product...sit down with them and actually learn it - maybe even demo it.  
Brianne Shally
Head of Product Marketing, Nextdoor
Sharing the product roadmap externally is a great way to share the company's vision, investment in innovation, and upcoming features to get prospects and customers excited about the potential. It can be a strong selling tool to get prospects on board and a resource to get current customers to invest more. What's important is that the roadmap isn't standing on it own, but partnered with an overall vision to show how product efforts later up to a great vision. This is where Product Marketing can play a strong role in storytelling and positioning to bring it all together. I've seen this execut...
Sherri Schwartz
Chief Marketing Officer, First Orion | Formerly Zafin, nCinoJanuary 14
I think it 100% comes down to dedicating extra time to learn about the product quickly and then efficiently executing on the expectations/material that you need to create around it. Also, set up a clear communication channel with them (Slack, Chatter, etc.) where you can continually share industry insights and research that you've found. Extra communication always goes a long way.
Loren Elia
Director of Product Marketing, HoneyBook
This is challenging indeed and something I've had to deal with at every company I've worked for. What I've fund helps keep me and the business teams sain is to plan to launch features 14 days after the official planned released date. This makes product nervous most of the time, but most of the time they're also delayed so it all works out in the end. 
Chris Henz
Director - Global Product Marketing, SabreDecember 28
I think there are two critical components associated with establishing credibility with product management if you are new to the product marketing team. First, the product managers need to see that you are willing to learn all about their product.  Product managers are like proud parents - they want to talk about (and brag about) their new baby.  You have to demonstrate curiosity and some degree of technical aptitude.  Ask questions, be a good listener, and don't be afraid to get technical. Secondly, the product managers need to see that you know something about marketing.  After al...
Laura Jones
Chief Marketing Officer, Instacart
As you establish a relationship with your Product Manager, it is important to align on expectations. You should understand their needs and pain points and share with them your vision for how PMM can add value to the team. From there, it is often helpful to draft a set of goals that reflect the output of that conversation and get your PM's buy-in. Once you have established those goals, they can help in your day-to-day prioritization of work, and enable you to prove impact against those benchmarks over time.
Marcus Andrews
Director of Product Marketing, PendoNovember 15
Outside of knowing their product, I think the biggest thing you can do is know the market and the user inside and out. If you know the big trends, best practices, and ideas in any given space you should bring a lot of value immediately to any product conversation. 
Roopal Shah
Head (VP) of Global Enablement, Benchling
Goes back to the shared goals - which at a high level, are hard to argue with - revenue, cost savings, customer success, etc. Once you get that common agreement, then it's about the strategy / the "how" to get there. If there are disagreements here, I would start with trying to understand why and seeing it from both of their vantage points. Then trying to see if you can get them 1:1 to understand the other point of view or better yet, get them to talk to each other. Ultimately though if all that doesn't work, you may need to get a tie breaker that's someone else and who they will listen to.
Dave Daniels
Founder, BrainKraftJune 8
Execution. You build trust quickly with PMs when you help them achieve the goals they've defined for their product. I'm assuming the PM in question has a business plan for their product (OK, you can laugh now). Think of your role as the CMO for the product. Understand the competitive landscape, develop a GTM strategy, define a position and compelling value proposition, understand the market need, and ensure the rest of the organization is prepared.  Learning the product is secondary. You already have people who know the product. The PM wants to know how you're going to help sell more of ...
Gregg Miller
VP of Product Marketing, Oyster®
30 days: Balance being an absolute sponge and learning by doing. Be a sponge by reading every doc you can get your hands on (enablement materials, case studies, team quarterly/annual plans, research studies, etc.), talking to as many prospects and customers as possible, and scheduling 1:1s with both stakeholders and company leadership. Learn by doing by getting involved in low-risk, low-hanging fruit activities where a PMM touch is needed but perhaps don’t require a ton of context. 60 days: Hopefully you’ve gained enough context by 30 days to start to get an idea of what the big challenges...
Savita Kini
Director of Product Management, Speech and Video AI, CiscoJanuary 17
Get to know the product, learn to do the demos, get to know the engineers and sales as well. Understand the space, ecosystem, sales process, competitive landscape etc. The more value you bring to the table to help them, the more credibility you will gain. It's a 2-way street. You will be lucky to have both a very good sales leader and product management leader. Sometimes, you have to broker the engagements as well. Been in all of the scenarios. 
Elizabeth Brigham
Director, The Jay Hurt Hub for Innovation and Entrepreneurship, Davidson College
Hmmm...I actually haven't had the experience of PMM not having budget to spend, so not sure I can really speak directly to this. I have worked at a start up where we basically have no budget at all, but that's another story on scrapiness. In general though, any time I've had to write a business case to get funding for an initiative, I typically follow this format: * How will my initiative materially affect the business? Revenue growth? Cost efficiencies/economies of scale? Market expansion? * Why am I asking for this now, why is this a priority over other things we want to do?...