All related (85)
Caroline Walthall
Director of Product Marketing at Quizlet | Formerly Udemy
We have a product pod structure at Quizlet. Each product pod has 1-2 very clear business goals and usually owns certain product lines or domain areas. Every pod has a PM, a PMM, a designer, a product analyst, a product support specialist, an engineering manager, and an engineering team.  This structure allows teams to determine the best working cadences and divisions of labor that work for them. I've found it to be a very liberating structure because it gives the teams a lot of autonomy over decision making and it promotes true cross-functional collaboration.  Each PM I've worked with...more
Shezana Manji
Director of Product Marketing at Wealthsimple
I believe most organizations product marketers are leverage as either Inbound PMMs or Outbound PMMs.  Inbound PMMs are focused on insights that feed the product roadmap; pricing and packaging, and product positioning that feeds into the marketing strategy.  Outbound PMMs are focused on go-to-market planning and execution of launches and adoption KPIs (The PMs are responsible for building the product/feature and their PMM counterpart is responsible for strategy and execution to drive the KPIs) It's more of a spectrum, not one or the other, but there is a dominant expectation on what succe...more
Priya Gill
Vice President, Product Marketing at 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 ...more
Leah Brite
Head of Product Marketing, Core Product at Gusto
We break down product marketing’s work into four buckets and work with product as follows during each of the phases: 1. Market Strategy, Customer Insights & Product Roadmap. PMM leads market, competitive, and customer/prospect research to uncover key customer problems. We analyze market data, hone competitive intelligence, and draw on prospect and customer insights to illuminate product/market fit. We collaborate with the product team throughout this whole process to identify and prioritize big questions to answer and then share all the intel with them to influence...more
Ryan Van Wagoner
Head of Product Marketing at Forethought
At Forethought, product marketing works very closely with the product teams to bring products to market. I hold regular check-ins with product marketing and the Head of Product, as well as separate check-ins with individual product managers. These check-ins enable us to: - Align on product strategy and product messaging. This is especially important if new products are in development.  - Provide feedback from customers (either through Sales or Customer Success) that will be helpful for the development of new features. - Develop our product launch strategy and roadmap. - Get feedback on ...more
Brianne Shally
Head of Product Marketing at Nextdoor
Sharing the product roadmap externally is a great way to share the company's vision, investment in innovation, and upcoming features to get prospects and customers excited about the potential. It can be a strong selling tool to get prospects on board and a resource to get current customers to invest more. What's important is that the roadmap isn't standing on it own, but partnered with an overall vision to show how product efforts later up to a great vision. This is where Product Marketing can play a strong role in storytelling and positioning to bring it all together. I've seen this execut...more
Sangita Sarkar
Head Of Marketing at Immutable
Very closely! We sit together, work together, debate together and ultimately take shared ownership and accountability over each strategy. As Director, I am a stakeholder in the roadmap meeting to discuss prioritization of key feature development based on my perspective of the consumer needs. Each PMM on my team is paired with a PM to own and deliver on a key feature that the teams have aligned on. The Words with Friends team has a thorough spec process which involves Marketing’s input from the outset of the process, allowing for appropriate resourcing from the dev team across design, engi...more
Madelyn Newman
Director of Product and Customer Marketing at CallRail
We work with our Product Team in three key ways: 1. Competitive intel. PMM's own all competitive research and documentation, and we make sure the rest of the Product Team - dev's and especially PM's - are in the know whenever a competitor has changed their messaging or released a new feature. 2. Help with planning the roadmap, ensuring alignment with the needs of our customers and the market. Just because Product thinks it's cool tech and wants to build it, doesn't always mean its best for our users. We handle all feature request from the customer-facing teams, fi...more
Loren Elia
Director of Product Marketing at 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. 

Laura Jones
Head of Marketing at 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.


Roopal Shah
Head (VP) of Global Enablement at 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 at 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...more