How do you increase the Product Marketing function's ability to be a more strategic player in the company and not just the launch arm of the feature factory?

This is a classic challenge for PMM teams and the unhelpful answer is it will somewhat depend on how your company is set up. However, ultimately it comes down to demonstrating the value you can bring

This is a great question. The key here is to get involved early - in roadmap planning and product strategy - so that your role extends beyond reactively launching features. If you're at a B2B company,

Ultimately, it takes time to build relationships and prove your ability to add real value to be seen as a strategic player vs a launch arm. This can be done by leading a successful product launch, shi

One of the big bets we made in PMM at Chime this year was to commission and activate a deep segmentation study. This has been a bit of a Rosetta Stone for our entire organization and has been picked u

I’m assuming this question is about moving from a focus on the “last mile” of the go-to-market process entailing sales enablement and product launches to more “upstream” go-to-market strategy activiti

Become the driver of GTM strategy. Going back to the corporate trinity: Sales, Marketing and Engineering, a sound GTM strategy informs Engineering on what to build (roadmap), suggests to Marketing wha

I hear this pain quite a bit. Many people would likely propose working hard to have a "seat at the table". To me this isn't quite enough. A seat at the table will give you insight into launches, but n

It takes time at any company to increase the visibility of a new department and or function. Building trust takes time and I believe you need to be adaptable and cognizant of the company culture you a

The Product Marketing function is strategic by nature. If you're not positioned strategically in the organization, you're at a major disadvantage. PMM work isn't just about releasing new features, it'