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How have you scaled and organized your product marketing team? ( by function, product line etc.) What works and what downsides have you experienced?

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3 Answers
  1. Jeremy Wood
    Jeremy Wood

    Adobe Head of GTM Strategy, APAC & Japan • 1y

    I have always ensured that the alignment and the size/scale (or at least the requested heads etc) were very tightly aligned to the needs of the business. I once inherited a Product Marketing team that was disproportionally large compared to the product range and complexity as well as in comparison to other cross functional teams we worked with. It created a lot of friction as well as inefficiencies as we had duplication in roles and responsibilities with no clear distinction on 'who does what' e ...Read More

    3,725 Views
  2. Ben Rawnsley-Johnson

    Stripe Head of Product Marketing, APAC • 2y

    In earlier stage companies, small teams of generalists tend to drive great results with their expansive understanding that comes from being in the weeds of product alignment, customer insight, research, and campaign execution and sales enablement. As the company grows, and progresses into multi-product, that starts to break down as teams get bigger and the work becomes more specialized. Initial Phase (Small Team): Structure: Generalists who handle multiple functions, such as market research, con ...Read More

    2,590 Views
  3. Mike Greenberg
    Mike Greenberg

    SurveyMonkey Director of Product Marketing | Formerly Apple • 1y

    Great question. I’ve worked in and led PMM teams with a number of different structures throughout my career (and in different functional organizations: Product vs. Marketing). At the end of the day, the best team structure is the one that’s aligned with your product and business goals. If you have one or few products that appeal to many buyers, or are trying to expand your business by attracting customers in new or specific verticals, it might make sense to organize at least part of your team by ...Read More

    938 Views

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