All related (59)
Abhiroop Basu
Group Product Manager at Zendesk
You would assume that being in the product organization would allow a PMM more influence. However, I’ve actually found the opposite to be the case.  For a brief period of time at Zendesk, Product Marketing reported into the product org. This let us foster very close relationships with our product counterparts. We would go to all their meetings, offsites, planning sessions, etc. and be joined at the hip when it came to launching features. As a junior Product Marketer this experience can be intoxicating. The compromise you make though is that it’s the Product Managers that are the ultimate...more
Rayleen Hsu
Head of Consumer Product Marketing at Nextdoor
From my experience, it's less about product marketing's placement in the org chart and more about product marketing's relationship with product and cross functional teams. I've been in orgs where PMM reports into product as well as others where PMM reports into marketing and have found that our ability to influence the roadmap is more dependent on the value that product marketing brings to the table and having a seat at the table rather than your reporting structure. A product marketer that has clearly demonstrated value and is considered a part of the core team will be brought along in the...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, Salary.com, Payscale.com, and others. If you spot someone on you...more
Alexa Scordato
PMO at 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...more
April Rassa
Vice President of Product Marketing at HackerOne

The PMM team at HackerOne reports in Marketing. PM's purpose in the universe is to build the right product by translating customer needs into products they can't live without. PMMs role is to translate these products into value propositions that move customers to action and help influence the product roadmap. 

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
Eileen Buenviaje Reyes
VP, Product and Growth Marketing at 1Password | Formerly Dropbox, SurveyMonkey, LinkedIn
There are pros and cons to any PMM reporting structure, with no perfect solution. My experience has mostly been with a PMM team that reports into a marketing leader and doesn’t report into product. In this case, an intentional effort needs to be put toward building bridges across teams. All levels of the product and marketing organization need to implement and exhibit a culture of collaboration that minimizes silos between groups. What might this look like? * At the top: Marketing and product leaders co-presenting in one another’s team meetings to show where and how the teams are comin...more
Rehan Mirza
VP of Growth at Verifiable
Our PMM team currently rolls up under the Marketing practice, which rolls up into the Customer Org (Customer Success/Support, People Science, Marketing). This means Sales reports up through another org, as does Product - and each has their own set of key objectives/priorities. As the question here alludes, sure this can play a factor in easily influencing product roadmap (never an easy task no matter where you sit). However, I've found the best way to influence the roadmap is by first, by building relationships with PMs and finding ways to support them early in their shaping/scoping proc...more
Brianne Shally
Head of Product Marketing at 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...more
Daniel Waas
VP Product Marketing at AppFolio
I have led product marketing teams that reported into marketing and others that reported into product. I've been reorganized from one to the other twice. I don't find it makes all that much of a difference. You'll need to work harder to build strong relationships with the "other" team. Your responsibilities should be the same. Regardless of where you sit in the organization, you need to build deep rapport with both the product and the marketing leader. Building a string relationship with the product leader can be somewhat easier if you're on the product side but being in marketing makes go-...more
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.

 

Gregg Miller
VP of Product Marketing at Oyster®
It's all about doing great work that matters to the business, matters to your partner, and fits into the context of the relationship! The playbook below can help get the ball rolling. Sorry for the long answer, but it's a complex question with big implications for your ability to add value as a PMM. 1) It's essential to understand your business — the market you play in, the strengths/weaknesses of the competition, how customers feel about you, etc. — better than just about anyone else in the company. Your level of fluency (or lack thereof!) will be visible in how you show up: the insight...more
Patrick Cuttica
Senior Product Marketing Manager at Square
This depends heavily on the make-up of your company and your product portfolio. Early on, I thought of our team as product marketing generalists. Each PMM covered a wide range of responsibilites tied to the commercialization of our product straetgy including: core product positioning, product launches and release management, various sales enablement efforts, assisting with in-app copywriting, executing internal product enablement (technical trainings, demo environment, etc.). Over time, we began to further specialize.  I think the key is understanding the core needs of your main stakehol...more