All related (21)
Tiffany Tooley
Head of Product Marketing, Hubspot | Formerly Salesforce, IBM, Silverpop, BlackboardMarch 8

This one is so important! That's because it helps define your team's strategic impact on the organization. At a very high level, I think your team's goals should directly map into the company's organizational goals so that your team can convey how they're helping to grow the business. Once you've defined the team's prospective impact on your annual goals, then you can determine how your respective sub-teams across your PMM team (or individuals if you're leading a smaller team) can support them. At an IC (individual contributor) level, you may see workstreams that are more tactical in nature. That's to be expected! But each person on your team should understand how they're contributing to the greater goals of the team and organization. My recommendation to help get buy-in on all of this is to have your team help co-create these goals. As a leader, you may be defining the team's key objectives, but should consider how you can empower each member on the team to define how they achieve those. 

Becky Trevino
Executive Vice President Product (fmr VP PMM), Snow SoftwareJune 2

For me, the first thing I do when interviewing for a position or starting a new role is to understand what problems my hiring manager is trying to solve by adding me to the team. 

If I'm new in role, I build my 30/60/90+ day plan off of these problems and build a roadmap/charter on how I plan to solve these. 

What I've found is that there is often a tie-in between the problems my hiring manager is looking to solve and broader company problems. 

At the end of the day, my manager is investing in me and my team to help him/her solve a business problem. And when I make traction on solving these problems I BOTH help my manager to meet his/her goals AND I help the organization progress on key business outcomes.

The added benefit to this problem-centered approach is that when your team is seen as both helping your direct manager (or his/her boss) and creating desired business outcomes you are viewed as a team worthy of continued and expanded investment. 

Beyond the 30/60/90 day period, I continue to work through either the OKR process or I create my own 6 month goals. I then ensure leadership is aligned to what I've prioritized and follow the steps above to ensure my teams deliver value.

Daniel Kuperman
Head of Product Marketing, ITSM, Atlassian
In most B2B tech organizations (where I've spent most of my career) the PMM team owns the Go-To-Market. From a strategic perspective this means: - Who we should sell to and how - What should we sell and why - How we'll reach them and what we'll tell them - Knowing what works and course-correcting The challenge is that each of these elements is broken down into specific tactics, such as: - Who we should sell to and how: creating buyer personas, doing market segmentation, identifying sales channels - What should we sell and why: product-market fit, product launches, product positioni...
Priya Gill
Vice President, Product Marketing, Momentive
There are four areas where I believe that PMMs can add the most value, and that’s where I usually start my assessment to identify the lowest hanging fruit: * Product: Do we have product-market fit with our ideal buyer? Is our messaging differentiated and compelling? Is our pricing and packaging competitive? * Demand: Are we targeting the right personas, industries, categories? Where are we winning and are we doubling down effectively? Are there untapped markets worth pursuing? * Enablement: Are our win rates, average deal size and pipeline conversion strong? How does ARR / G...
Patrick Cuttica
Senior Product Marketing Manager, Square
I'm running out of time! See the answer above to the question "I wanna make the case to hire some more product marketers - we're a team of 2 for a company of 400. Whats the ratio where you are? Have you seen any external data on this?" -- I think I mostly covered this in that answer.  In short, we have a Go-to-Market team focused on the commercialization of our product straetgy and a Sales Readiness team focused on competitve/market intel, analyst relations and sales content developmenet. And our key partners are Solutions Engineers and Sales Enablement. 
Sara Rosso
Director of Product Marketing, HubSpot | Formerly Early hire @ Automattic (WordPress.com, WordPress VIP)
As a fully distributed / remote company, we operate slightly uniquely than other companies - the two biggest differences are 1) we don't use email and 2) everything by default is public to the entire company. Instead of email, we publish everything on our intranet, which is naturally powered by WordPress, and it's also public to the entire company. The intranet is essentially hundreds of WordPress(.com) sites, which we call P2s after the theme they run. P2 is available for anyone to use https://p2theme.com/ and the design enables easier front-end posting & inline commenting, so it's less o...
Sarah Din
VP of Marketing, Builder.io
Does not matter if you are a junior PMM or a seasoned PMM leader - owning/coordinating launches and copywriting will always be part of your job in one way or another so embrace those, be the best at it, and use the experience to hone your craft. But you also don’t want to be pigeonholed into JUST being a project manager or copywriter - that’s when you need to make sure that you are working on a variety of projects in your role, and there are multiple ways to make that happen. * Have an open discussion with your manager and make sure that you have at least 1 big strategic initiative to ...
Alexa Scordato
PMO, TikTok
If product marketing is embedded within product, what that usually tells me is that marketing is a secondary function to product. If you're operating within a product-led organization, the cadence of the business will be determined by product leadership and the roadmap they set. That said, marketing can certainly influence it, but it's a shared service to product. When product marketing reports into marketing leadership, that's usually a signal that marketing is a leading function at the executive table in which case there's more a balance between marketing and product co-creating or design...