How is the PMM team structured at your company - by product line, segment, by function or by objective (ie. revenue retention, product engagement, etc)?

Philosophically, I'm a fan of a "full-stack" PMM model where they look after their product area end-to-end. We have one product at the moment, so our PMMs are aligned by areas within our product. One of our PMMs look after our Editor, Prototyping, and Community product areas—essentially making sure Figma works amazing for today's designers and the next generation of designers. The other PMM looks after our Collaboration, Enterprise, and Design Systems product areas. In other words, how does Figma work across teams at large organizations who need to scale their design processes? We have a 2.5:1 PM/PMM ratio at the moment and I'd like to maintain that over time as we grow. 

Outside of the traditional PMM role, "PMM" has a slightly more expansion role at Figma. We also have marketing manager who looks after our Education segment, as that's a special segment for us. Our customer marketer is also part of the "PMM" team as we all work very closely with our customers.  

I think that depends on your company goals. At HoneyBook we've identified a specific segment that has the best product-market fit, so we're solely focusing on that segment. Therefore it makes more sense for us to split the work by feature (product line) and by user lifecycle stage. But I think that what's most important is to understand what are your company's priorities and organize your team in a way that supports those priorities. If you work for a startup, these may change year over year, so you have to stay flexible.

I've seen organizational structures of all types over the last 10 years and have grown to appreciate a function with clear roles and responsibilities. The most common configuration (and the one I've had the most success with) is where I can have a leader for Core Solutions (your revenue generating products and SKUs), a leader looking after the Portfolio (someone who thinks about how to bring the portfolio to different audiences), a leader looking after Pricing and Packaging (who can work with your finance, product, and revenue teams to maximize profitability), a leader looking after Compete and Marketing Intelligence (win/loss analysis, compete, and dispositioning), a leader looking after Customer Marketing (advocacy, references, advisory - as well as partnering with Account Management to drive upsell/cross-sell with a remit for revenue retention) and a leader who can help manage projects, programs, and operations (i.e. Launch, Reporting, Analytics, and cross-functional dynamics). If the organization doesn't have Enablement, it will most likely be your Core and Portfolio leaders working with the field directly.