All related (36)
Teresa Haun
Senior Director, Technology Marketing and Communications, ZendeskFebruary 4
If you haven’t already, I would start by making sure your manager actually knows that you aspire to become a Senior PMM and would like to work towards getting promoted. It’s often implied as most people want to continuously work towards the next level, but that’s definitely not always the case and if you’ve never discussed that desire with your manager, then that’s a key first step. If you’re already performing well and it’s clear that you want to and are working towards a promotion, the conversation with your manager then likely becomes about any skill sets or areas you need to invest in d...
Mike Berger
VP, Product Marketing, ClickUp | Formerly Momentive, Gainsight, MarketoNovember 11
This is very hard to answer without more detail. Knowing the reason why you haven't been promoted yet would obviously inform how I'd approach the conversation. But my advice would be to simply approach the conversation honestly. Some tips: 1. Make it clear you believe you deserve a promotion 2. List the reasons why (focus on the impact you've made) 3. Ask your manager if he/she agrees with your assessment 4. If yes, ask about a timeline  5. If not, ask them what you would need to do in order to be considered for a promotion I think #2 above is where things tend to go awry. I put ...
Leandro Margulis
Head of Product Marketing, ProveSeptember 7
Congrats on the new role! What you are describing seems like a lateral move, you moved to a similar role to the one you had before, but in a different industry. This could be an opportunity for you to learn the new industry quickly and showcase your PMM skills to have an important impact in the organization quickly. One suggestion here could be to talk to your manager about your career path on either an upcoming 1:1 or during the formal review process. I would come prepared to that meeting understand what is expected for the next level and showcasing how you are already performing at that l...
Ryan Goldman
Global VP Marketing, MOLOCOMay 5
To be honest, you shouldn't assume years of experience or tenure influence promotion. Promotion, especially at earlier-stage companies, is super aligned to where you create value for the company and being able to align that value to the highest-level corporate goals. This is especially true in PMM, where the metrics and KPIs are not nearly as straightforward as Growth or Demand Generation, for example. So, don't only be your own advocate, but, more importantly, advocate to develop and work on projects that lead to big, transformative outcomes. Show that you understand the strategic oppor...
Hila Segal
VP of Product Marketing, Observe.AI | Formerly Clari, Vendavo, AmdocsJanuary 27
Start by writing down your career goals. Answer questions like: * What experiences are you looking to get in the next phase of your career, and why? * Why do you think this is the right role, time, and environment to deliver on those experiences? * What things have you done in your past that give you confidence in your ability to perform in this role? What challenges do you foresee? * What are your expectations from management? Use this career development framework to have a conversation with your manager about your aspirations, where you currently stand and develop a mutual ...
Carrie Zhang
Product Lead (fmr Head of Product Marketing), Square
Covered this a bit in another question. PMM can bring a very strong customer perspective when it comes to product development. To have a seat at the table though, you have to do the work. This is what we do to bring customers perspective to our product teams: * Visit, shadow, do work at our customers. No research can compare to the insights you get by actually being in the shoes of our customers - in our case, small businesses * Talk to customer facing teams (Sales, Account Management, Support) and synthesize feedback. They are on the frontline all the time. You will be surpr...
Priyanka Srinivasan
Head of Product & Partner Marketing, QualiaAugust 13
Taking my PMM hat off again and putting on a general career development one. I’ve typically approached promotion conversations by first asking, several quarters before I hope to be promoted: “What do I need to demonstrate in order to move to the next level?” It’s a really important question because it gives your manager some work that they frankly should be doing anyway - laying out a career path for you along with the (clear) markers you need to hit them. Then I’d probably say something to the effect of: “I’d love to set a goal of a promotion by x cycle. Can we work together to help me g...
Christy Roach
Head of Portfolio & Engagement Product Marketing, Airtable
The most important thing to keep in mind is this: having the product marketing title doesn’t automatically mean you get to influence the roadmap. You have to put in the work and show your value to get a seat at the table. There are three big levers to pull here to help you shift the way product marketing works from a team that’s just responsible for the launch of a product to one that’s involved in the entire product process. 1. Create a partnership with your PM: When you’re thinking about how to influence, you’re probably thinking about managing up and influencing people who are more se...
Kavya Nath
Product Marketing, Reality Labs, Meta | Formerly Sprinklr, YuMeMarch 24
My advice would be to come right out and state that this is what you’re looking for in terms of career growth and next steps. If you have 1:1’s with your manager that is a great place for this conversation. As a manager, it’s my job to understand what my teams’ careers aspirations are and work to give them the opportunities where they can grow and learn the skills that will take them to the next level. But that starts with the intent being made clear on what your goals are so they can help get you there. If possible, coupling this conversation with a yearly review or 360-review would help ...
LeTisha Shaw
Director, Product Marketing, UserTesting
Yes, this is a pretty standard PMM interview question. When I ask, I am typically looking to see if the candidate understands product launch and go-to-market fundamentals. I'm also interested in which parts of the launch they led (i.e. was it a specific marketing channel or soup-to-nuts?).  I also like to ask different variations of this question, like "tell me about a product launch that did not go well and you had to get back on track" because let's be honest, not every launch goes exactly the way we plan :)