All related (77)
Pallavi Vanacharla
Head of Marketing, IoT at Twilio
Let me ask you a question: What are the top 3 reasons people join, stay or leave companies? Answer... 1. Company (culture, potential, growth) 2. Job (fit, growth potential and salary) 3. Manager (leadership qualities, chemistry, trust, etc.) The first is mostly not in your control. You are limited in what you can control on the second. This leaves you with the third, which is frankly the only thing you can control in its entirety. So my advice for you is to focus on what you can control and don’t worry about the rest. Many studies have shown that when all else is equal (or even les...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
Daniel Kuperman
Head of Product Marketing, ITSM at Atlassian
That depends on what you are hiring for and the level of experience you need in the new hire. If I were to hire someone to run my competitive program, for example, I would look for a PMM that has done this in the past, has created a competitive program from scratch and can show me examples of the battle cards they've created and the impact they have generated.  If, on the other hand, I need someone to support an existing program and I have someone more senior that is overseeing the program from a strategic perspective I can look more for someone with a different set of experiences but th...more
Tiffany Tooley
Head of Product Marketing at Hubspot | Formerly Salesforce, IBM, Silverpop, Blackboard

I think you have to remember that people typically stay with an organization when 5 things exist:

  1. A great culture that they believe in
  2. Sticky relationships with their peers
  3. Good pay & benefits
  4. They're appreciated and can see how they can grow their careers
  5. Good work/life balance

Focusing on balancing those 5 things and keeping your finger on the pulse of them is key to retaining great talent. If one or more of these aren't addressed, it can be really challenging for your team to want to stay and for you to keep them. 

Patrick Cuttica
Senior Product Marketing Manager at Square
Retaining good talent for high demand roles in a competitive market is, obviously, tough. But I think it's also easy to overthink it. Not to oversimplify, but two things I always try to keep in mind are: * Continuously providing new opportunities: It's easy to get stuck in a rut if you feel you've been "assigned" to support a specific product or product area and all you do is manage launches and releases. There is so much more to the commercialization of product straetgy (which is how I would define product marketing in a nutshell). Giving your PMMs a chance to go deep on thin...more
Marcus Andrews
Director of Product Marketing at
Here are the biggest 2 - communication and teamwork.  PMMs are one of the most cross functional roles in marketing / most companies. You have to be able to bring teams together and create momentum where none exists. This is hard to do if you're not a good collaborater / teammate. Skills like empathy, low ego, enthusiasm, transparency, and more come in real handy here.  The other big one is communication. Maybe it's controversial but PMM is a communications job. A huge part of our value is taking product updates and packaging and positioing them so they are easier to understand and sell or...more
Becky Trevino
Executive Vice President Product (fmr VP PMM) at Snow Software
The best way to retain talent is to create an environment where your PMM team is supported, trusted, and valued.  You do this by being a strong leader that adds value to the organization and is known for delivering results. People who are known for delivering often get bigger budgets (which means you can pay your people more) and get to expand their teams (which means you can create new opporunties for people in your organization). The best quote I ever read on leadership is from the co-founder of Rackspace, Graham Weston.  "What eveyone wants from work is to be a valued member of ...more
Katherine Kelly
Head of Product Marketing at Benchling | Formerly ExactTarget (Salesforce Marketing Cloud), Zendesk, Slack, Salesforce
I focus on the fundamentals: 1. Opportunity - how does each person on the team have opportunity to grow? 2. Appreciation - so many ways to show appreciation, big and small 3. Prioritize the person - work is work, life is bigger. walk the walk on making it work for them to prioritize their life, whether that's encouraging a vacation when you suspect burnout, ensuring they feel safe to take time for family when / how needed, celebrating their milestones, understanding how life events impact them, etc.  And a happy hour or two never hurt ;)  But the bonus comment is - realize th...more
Gregg Miller
VP of Product Marketing at Oyster®
There’s two main drivers I think about with respect to org structure. Important caveat on the below being I primarily have worked at smaller organizations where org structures across the company are often highly nimble. 1. How established the function is - When the PMM function is new, oftentimes you might be the only Product Marketer or have just one report. In that scenario I think it’s important to keep yourself and your report as generalists and prioritize the most important projects across the business as opposed to specializing by product/persona/etc. This enables yo...more
Andrew Stinger
Product & Company Marketing Lead at Coda
“People don’t leave bad companies, they leave bad managers” is the adage a lot of folks toss around. I’m not dusting off any “World’s Best Boss” trophies on my mantle, but from feedback from my team, I know that they appreciate when I do the following: * Celebrate wins. Acknowledge & mitigate losses. Discuss what was learned. Trust and empower to deliver a better outcome the next time. * Give due credit for hard work done well. * Help set priorities. * Over-communicate, especially in terms of broader business context. * Have very real, action-oriented career conversations (pssst . ...more
Gregg Miller
VP of Product Marketing at Oyster®
There’s definitely core management competencies you have to focus on that are true of any role which I won’t go into (e.g. developing your people, advocating for them and backing them up, etc.). But I think something we as product marketing leaders need to focus on is making the job exciting and fulfilling. Oftentimes at meetups or conferences — back when those were a thing — you’ll hear a lot of familiar questions: * How do I influence the product roadmap? * How do I get out of a reactive position where I’m just constantly launching features all the time? * How do I get our ...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
Valerie Angelkos
Product Marketing Lead at Plaid | Formerly Google
Retention is a hard topic and I personally think a healthy amount of rotation across different companies and roles is critical to develop a robust PMM skillset, so I have that in mind when I think about the team's I've managed and how to provide them with what they need to feel motivated and continue to progress in their career. A couple of things I focus on: 1) Scope breadth and complexity - People want to continue to grow and feel they have incremental impact in their roles. I make sure I work with PMMs to design a scope that balances their strengths and areas of opportunity, and where...more
Robert McGrath
Vice President Global Marketing at CalypsoAI

Having a culture of openness and transparency across the team. Strong support in the development and alignment with each individual PMMs career & skill development roadmap. Finally, you offer interesting and stretching projectsthat spike passions and, as a manager, give your team the guardrails to operate and then, get out of their way!

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
Clare Hegg
Director of Product Marketing at Skopenow
Retaining talent is one of those things that has no magic bullet. I believe keeping talent, begins with hiring the right talent in the first place. Obviously you need to be hiring for someone who aligns with your company culture, mission and is talented and make sure you pay them well, give them good benefits, have growth opportunities and all that... but someone else can cover off on hiring for culture.  For me, when hiring a team, I looked for people who not only met the ability to do the functional product marketing day-to-days, but also how they would fit within the team dynamics. My...more
LeTisha Shaw
Director, Product Marketing at UserTesting

Yes, this is a pretty standard PMM interview question. When I ask, I am typically looking to see if the candidate understands product launch and go-to-market fundamentals. I'm also interested in which parts of the launch they led (i.e. was it a specific marketing channel or soup-to-nuts?). 

I also like to ask different variations of this question, like "tell me about a product launch that did not go well and you had to get back on track" because let's be honest, not every launch goes exactly the way we plan :)