All related (57)
Lindsey Weinig
Director of Product Marketing at Twilio
I recommend making the effort and taking time to connect with the people behind the roles. Working so closely with people, but in an all-remote environment can be really challenging. I do this by asking about their weekends/vacations, remembering their family/pets/hobbies and asking about them. I also share snippets from my personal life to build the relationship. I've also found that any opportunity to meet in person (assuming everyone is comfortable with in-person) while in a more casual environment like for coffee, meal, shared volunteer opportunity, or team building can make great strid...more
Carrie Zhang
Product Lead (fmr Head of Product Marketing) at Square

At the end of the day, the common interest between a PM and a PMM is to build and grow a product or business. That means a few areas of common grounds:

  • Product strategy - are we building the right product for the right target customers?
  • Growth strategy - what are the in-product and marketing levers we can pull to increase subscribers and ARPU?
  • Pricing strategy - how do we monetize our product?

These questions require collaboration and aligment between PM and PMM. Who takes the lead very much depends on the organization and the strength of the individual.

Loren Elia
Director of Product Marketing at 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. 

Manav Tandon
Head of Product Marketing, Webex Suite at Cisco | Formerly Adobe, Samsung, Verifone
A couple of other areas beyond customer that PMMs and PMs can find common interests in are market trends and competitive landscape dynamics. PMMs can provide conduct their own research and provide insights around the directions the current market is heading towards, or even suggest adjacent markets that could be served by the product. Similarly, PMMs can bring insights into the competitive landscape, including, but not limited to, their feature sets, brand reputation, pricing and packaging, and marketing tactics. Both types of insights can help the product team with their longer-term vision...more
Angela Zhang
Director, Product Marketing at DocuSign
I think a strong PM-PMM relationship, on an team-level or individual-level, is based on three things: 1. focus on the customer - but we'll go beyond that!, 2. respect for what each other brings to the table, and 3. goal alignment within the org.  Here are the areas I focus on to build on #2 and #3 * Build PMM expertise on inbound research, around market opportunity and that overlaps with product vision and capability. This is a place where PMMs can really shine when we ask where is the market today and where do we expect it to go? What is the total opportunity and what can we ...more
Roopal Shah
Head (VP) of Global Enablement at 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.

Gregg Miller
VP of Product Marketing at Oyster®
GTM kickoff meeting: It is absolutely essential to get all the right stakeholders in the same room to get on the same page around what we're doing, why, by when, and with which owners. I like to have my team run these meetings roughly three months before a given launch and use them as an opportunity to share out a preliminary GTM strategy they've developed in partnership with the product manager. The goal of the meeting is to provide a concrete rough draft detailing strategy and assets and timeline and owners for everyone in the room to pressure test and improve upon. It should be a collabo...more
Elizabeth Brigham
Director, The Jay Hurt Hub for Innovation and Entrepreneurship at 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?...more
Carrie Zhang
Product Lead (fmr Head of Product Marketing) at 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...more
Christy Roach
Head of Portfolio & Engagement Product Marketing at 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...more