All related (115)
Gregg Miller
VP of Product Marketing, Oyster®October 7
30 days: Balance being an absolute sponge and learning by doing. Be a sponge by reading every doc you can get your hands on (enablement materials, case studies, team quarterly/annual plans, research studies, etc.), talking to as many prospects and customers as possible, and scheduling 1:1s with both stakeholders and company leadership. Learn by doing by getting involved in low-risk, low-hanging fruit activities where a PMM touch is needed but perhaps don’t require a ton of context. 60 days: Hopefully you’ve gained enough context by 30 days to start to get an idea of what the big challenges...
Natalie Louie
Head of Marketing, MobileCoinJanuary 11
Please see my phases of success for a PMM in your first 100 days here . A KEY THING to know at the onset is, does everyone know what a PMM does and what value they bring? Ask all leaders and cross functional partners. Product Marketers are the marketing strategists, the brains of marketing, the connective glue between cross-functional partners, the ones who support a company's internal teams, the market, and target customers to achieve competitive advantage, increase users, adoption, find a path towards monetization and build customer lifetime value, we are a strategic function that align...
Andy Schumeister
Director of Product Marketing, SourcegraphJune 7
30 days: Prioritize understanding your customers, your product, and your company:  * Shadow customer calls (or listen to recordings if they exist). * Get to know your cross-functional partners - schedule time with people from product, sales, marketing, engineering, design, etc. This will help you understand areas of opportunity as you establish relationships internally.  * Learn about your product - get access to a sandbox account, read the documentation, read case studies, etc. * Educate your company on what product marketing is and how other teams can work with you.  * A...
Sharadhi (Gadagkar) Patel
Director, Product and Solutions Marketing, HopinJune 1
One of the best pieces of advice I got before joining Hopin, was to take the necessary time I needed to be a "sponge" and let things soak in, before going straight into "solve-mode". Of course, that's easier said than done :)  When joining any startup as the first product marketer, you'll be getting requests from every angle from week 1(and sometimes before you even start!) - and that's especially true with PMM, because it is such a cross-functional role. This is what I've found to be helpful:  30 days: understand both the tangible and intangible working cultures of the company. How a...
Jasmine Anderson Taylor
Senior Director, Product Marketing, InstacartJune 2
Product Marketing’s superpower is being the “Voice of the Product to Customers and the Voice of Customers to Product.” When establishing PMM as a new function, the best place to start is listening. First 30 days: Listen and truly get to know your Customers and the Product.  On the Customer side, what this looks like practically is spending as much time in the early days reviewing Help/Support tickets, reading through research reports, sitting in on focus groups/interviews -- anything you can to get close to the Customer. Even if you’re a Customer yourself, you’ve got to fully understand t...
JD Prater
Head Of Marketing, Osmos
The first PMM must provide a ton of value for the company. Generally speaking, it's value measured by impact on revenue. They also need to get along with other stakeholders (sales, product, CS, marketing). Lastly, they need to have execuitve sponsorship. That's the trifecta all PMMs should strive for.
Jessica Webb Kennedy
Head Of Marketing, Tailscale | Formerly Atlassian (Trello), HubSpot, LyftJune 16
PMM wears so many hats it's important to recognize what is needed at any stage of a company. When first coming into an organization as the first PMM I think the most important thing to do is establish what does and doesn't exist - and where the biggest holes that can be plugged are. This can be accomplished by interviewing the top stakeholders at your company: Sales, Product, Support to understand what is working and where the pain points are. From that, you can build a list and prioritize it accordingly. Using something like an Eisenhower Matrix exercise can be a great way to knock out thi...
Priya Gill
Vice President, Product Marketing, Momentive
Not sure I completely answer the question. Typically when I ask candidates to give a presentation, it's less about the specific products they're presenting, but rather HOW they present it. Can the candidate articulate how they effectively approached their GTM strategy, from ideation to execution and beyond. Can they effectively launch a product/feature and properly engage the right cross-functional partners to make that launch a success? Are they outcome-oriented and think about the metrics they're trying to drive with a given launch? Those are just a few things that I would be looking for ...
Jameelah Calhoun
Global Head of Product Marketing, Eventbrite | Formerly Amazon, Ex-AmexFebruary 9
The first 90 days are crucial to any job, but especially for new product marketing leaders. This is the time to establish your credibility, build relationships, and layout team roles that will set your function up for success for the months to come. Here’s how I break down my priorities by month: First 30 days – Assess the current state and product roadmap Look at my response below regarding the 3 prior deliverables that I review when joining a new company. But, in general, here the goal is to understand what the immediate internal pain points are. Start with looking at what audience rese...
Brianne Shally
Head of Product Marketing, Nextdoor
It’s difficult to define growth by titles since titles vary greatly by company and company maturity. Also, more and more companies are shying away from title heavy culture. When you consider growth and trajectory, I encourage you to evaluate it based on your goals, what you want to learn, and what you want to do next vs. a title. Focusing on obtaining a title can be short sighted and may result on you being lost after you achieve it. That said, with career progression top of mind, here are some tips:  * Perform at the next level: Companies want to see that you can demonstrate perfor...
JD Prater
Head Of Marketing, OsmosJanuary 7
Now this is a fun challenge. Assuming you did your homework during the interview process, you should have a good idea of what you're getting into. That doesn't mean you won't find some skeletons lurking behind close doors. Rather you should understand how the team views product marketing, what kind of executive support you can expect, and their expectations of you.  With that mind, here are a few key things I would want to accomplish after 90 days. * Everyone knows what product marketing does and what we're responsible for. That means internal evangelism and roadshows. You will need...
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. 
Hien Phan
Director of Enterprise Product Marketing, AmplitudeOctober 5
Oy! First, good luck! I have done the "first" before. I don't think you have the luxury of 30/60/90. I think it's more like 30 days to identify the problem and tackle easy wins. Sixty days build out a basic launch framework, then a GTM strategy, align both with leadership. Then 90 days to test and what you build and revise based on market feedback. My advice is to prioritize like crazy. 
Laura Jones
Chief Marketing Officer, Instacart
  To establish credibility with a new team, the first step is understanding the team's need, laying out a vision for how you can best add value, and aligning around expectations. It is important to know the user, the market, and the product so that you can engage with the cross-functional team in a meaningful way from day one. With a clear set of objectives and foundational understanding of the space, you can quickly begin to make an impact on the team.  
Danny Sack
Director Product Marketing, SAPNovember 30
I'll "yes and" Gregg's answer and say that this will really vary by company size and complexity. I was at a startup where my 30-day goals included creating buyer personas and enabling the sales team to talk to the decision-makers. So it was more like a 10-20-30 day goals as described below.   At SAP, the organization is so sprawling and complex that the my goals were actually 60-120-180. I've been with the company for almost a year and I'm still getting introduced to some of the far-flung enablement teams spread across the globe.   The key is to set some measurable goals against appro...
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.