All related (78)
Christiana Rattazzi
VP, Industry Solutions at Okta
I think there are a couple ways I'd think about it - and it would depend on what the PM organization looks like and the individual skills of the folks on the PMM team (if already in-seat).  Approach 1 - Make one of the PMMs Product-facing (handling predominantly new product/feature introductions or launches and product enablement) and one of them more Marketing- or Sales-facing (handling things like first-call decks, website copy, core positioning) Approach 2 - Map those PMMs to the PMs and have the teammates cover everything from launches to sales collateral for specific products or prod...more
Christine Sotelo-Dag
Group Product Marketing Manager at Intercom
The most straightforward way to manage this might be to divide the products between the two of you in an even way - where each of you has a clear line of ownership, end-to-end, of your skews. This will be less messy to untangle as you hire new pmms, where you can hand off speficic product areas in a clean way. As far as there only being 2 of you, and multiple/complex products - once you're clear in what you own, work to prioritize the product areas that are aligned to business impact. Which products are the most healthy for the business and how can you prioritize these areas in the short ...more
Jodi Innerfield
Senior Director, Product Marketing at Salesforce
Tiering and t-shirt sizing a launch should be based on "how impactful is this to my customer and the company?" If it's a brand new product suite, a new offering in the market either for the company or the space, or a material investment/improvement from what exists today--that's a Tier 1, full-court press (whatever that means for your company!)  Moderate improvements, new SKUs, bigger features that are exciting but not totally new and different for the company are the market are more medium-Tier launches. Smaller features and incremental updates can be covered in release marketing only, m...more
Jo Ann Sanders
VP Marketing at
I would look at 2 vectors. * What products/features are critical in winning deals. At Honeycomb, our Sales Engineering leader looked at all closed/won deals in a given time frame and indicated which products/features were most important in successful POCs. We’re putting PMM ownership on the top products/features from that analysis. We were lucky to get this analysis handed to us. If it is not easy to get this level of information, even just surveying your sales/SE teams and asking them to stack rank product/features in terms of importance in their deals will give you ...more
Katherine Kelly
Head of Product Marketing at Benchling | Formerly ExactTarget (Salesforce Marketing Cloud), Zendesk, Slack, Salesforce
Fun! It sounds like you have so much potential for impact. I would recommend looking at your external and internal factors. So it'd be tempting with a "complex" feature set to say - split it into equal sets of product to become expert in. But the thing is - I may be unpopular for saying this - it's not on PMM to be the expert in the deep technical product. But to be expert in how the product intersects with key market segments. So I would say split it by looking at your core GTM motion - whether it's particular market segment, or expansion v new business, bonus if it aligns well with ...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,,, and others. If you spot someone on you...more
Sarah Din
VP of Marketing at
There are always going to be a million things that you feel need to be done. PMMs by nature want to take on everything, but the fact is, even though things might seem critical, not everything needs to be done right away. Especially in the absence of a senior marketing leader who can help triage projects, this can get complicated. So it's REALLY important to first determine the most critical priorities and then phase out things, especially with a small team and low resources. Some ways to do this: * If your company has OKRs or company-wide goals, use that as your north star. Look at you...more
Mary (Shirley) Sheehan
Group Manager, Engagement & Retention Campaigns at Adobe

Ideally, it's a combination of the GM, product management and product marketing. The GM would set the overall business goals for the year or quarter including revenue. The PM often drives the product launch adoption and revenue goals for that product. PMM often builds the plan with the metrics to help back into those goals. 

The important thing is that if you see a gap, make sure that someone is owning all of these goals, otherwise, it will be meaningless to have launch metrics. 

Manav Khurana
GM & SVP Product Growth at New Relic
I am a big fan of drumbeats. People are busy and it's easy to miss one large product announcement and even if your audience sees the announcement, it's easy to forget about it.    My favorite packaging approach is to have a broad theme ([your service] keeps getting better, a commitment to security or performance, helping your audience do something better, faster, cheaper...) and then announce each small enhancement as it comes.   Say you have 5 small enhancements over 12-15 weeks. Start with announcing the first enhancement on your blog/email/social channels as part of a broader theme. ...more
Marcus Andrews
Director of Product Marketing at

I think you’re asking if it’s behind a pay wall and not just a free product? If that’s the case, you need material (video!) that can act as a demo, people want to see product, not just read about it. Salespeople who can give great demos and free trials are often a really effective a launch tool. 

Carrie Zhang
Product Lead (fmr Head of Product Marketing) at 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...more