How is your Product marketing team organized? And, what's the PMM process for rolling out new messaging at the company level?

When I was at New Relic, the PMM team was organized by buying center/persona with a platform team that worked on foundational capabilities and use cases.

Rolling out new messaging was generally tied to a big event (user conference, sales kickoff, etc) and started at the top, with delivery from the most senior leaders immediately backed by enablement (including certifying on company overview decks, etc) and content refreshes.

My product marketing team is currently organized in a hybrid manner:

• Part of my team is organized by product - these folks pair very closely with their R&D counterparts, building up robust context that they leverage in GTM motions + growth.

• The other part of my team is set up to focus on foundations - these folks focus on crafting narratives, building assets, and running campaigns that weave all of our product value together into something cohesive at the platform level.

The PMM's follow something like the process below to roll out:

• Hit up internal stakeholders at the beginning of the process to make sure we've got all the right inputs to build messaging (Competitive Intelligence, Product, UX, UX Research, Sales, Enablement etc.)

• Get to work heads down (individually or in a small group) to draft

• Share out with stakeholder group to validate and pressure test

• Share out with senior leadership once it is all buttoned up for final buy-in - the idea is that after this review, all teams should be able to leverage the messaging framework carte blanche without needing further/extended review cycles.

• Circle back with learnings and validation once the messaging has been in market for a while.