All related (61)
Christy Roach
Head of Portfolio & Engagement Product Marketing, AirtableOctober 8
This has changed a ton as my career has progressed and continues to evolve as I get better at my job. What I measure myself on today is very different than what I’ll measure myself on in 3-4 years, and the key is being able to make those mental shifts and not measuring your current role by the same standards you measured yourself on in previous roles. Today I measure myself on the following: * Team engagement: As a leader, I am only as good as my team is. Before I look at their output, I want to look at how they feel at work. I can only be successful if I’m leading a team that is f...
Vidya Drego
VP of Product and Solutions Marketing, HubspotJanuary 14
Product Marketing is challenging because the function influences many metrics but isn't normally the owner of those metrics. Exciting new deal closed? There's usually a PMM that helped along the way although it's sales' win. Cool new product feature launched? Definitely a PMM in the mix, but it's the Product team's achievement. As a PMM, you have to be confident about your own contributions and not the type of person who needs complete ownership of a metric.  Often, for myself, I like to make sure I have measures that help me understand how i've improved or advanced my skills as well as me...
Akshay Kerkar
Head of Marketing, Cloud Enterprise & Platform, AtlassianDecember 22
Success should be measured based on impact to the org, and in B2B Marketing that really means pipeline (and ultimately conversion to revenue). PMMs that take this “full stack” approach to our craft will not only maximize their ability to have meaningful impact at their company, but will also put themselves in a position to acquire skills along the way to set themselves up for leadership positions in the future (whether that’s CMO or GM of a business line). The challenging part here is that PMM tends to be defined differently in different organizations, with some companies looking at the ro...
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. 
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.
Gregg Miller
VP of Product Marketing, 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...
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?...
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...
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...