All related (32)
Ryan Van Wagoner
Head of Product Marketing, ForethoughtSeptember 16

Be sure you understand and articulate *why* you're building out the team. We all want to grow the marketing team, but growing for the sake of growing can often cause more problems than it solves. To be effective at a small company with a small team, you need to grow strategically and focus on the most important initiatives. 

Put together a list of projects you'd like to tackle and other marketing-related inititatives. Then talk with your stakeholders in product, sales, and customer success to see what they would like to see from marketing. Work with those stakeholders to prioritize your list. Then approach your manager or executive with a hiring proposal for the next 12-18 months that addresses those priorities (e.g.: hire a GTM-focused PMM in November to accomplish these sales enablement initiatives, a Creative Director in January to address these needs, etc.).

Leandro Margulis
Head of Product Marketing, ProveSeptember 7

It makes sense that the first marketing hire on a product-led organization is the Product Marketing lead :). I would say put your strategy together and depending on the priorities you will see what kind of marketing hires you need, vs perhaps going with external agencies for some marketing activities. You may want to keep the strategic items in-house like competitive intelligence, but anything related to marketing campaigns you could start with external agencies / contractors with the optionf or them to become full-time. It really depends on your audience and what you are trying to do next. For example, if you are targeting developers, my first hire there was a technical writer to clean up the product / API / SDK documentation. So sorry to say that the answer here is "it depends", but hopefully the context above can provide some pointers.

Chris Glanzman
Director of Product Marketing & Demand Generation, ESO | Formerly FortiveSeptember 9

There are three capabilities you'll want to be sure are covered in forming a modern PLG marketing team. This is my take on their order:

  1. Measurement: Make sure you have a Revenue Operations role in the company that will set up and maintain the data pipeline you'll need. At a smaller company, this will likely be a centralized Rev Ops role. You'll need to ensure they include Marketing considerations and data elements in their process. Ultimately, you'll need to make sure someone is helping you measure your impact on bookings and revenue.
  2. Content Creation: You'll need someone who can create compelling, informative content for your target buyers. In a perfect world, this person will also have expertise in your domain, but that isn't an absolute requirement. If you already bring some of this skillset to the table, hire for the missing piece(s). For example, if you're a prolific writer, add design capability so that you have full coverage in content mediums.
  3. Content Distribution: Once you have content, you need to get it in front of your buyers. This will look different depending on where your buyers spend time and your company's growth strategy. If your company doesn't subscribe to ad investment as a significant growth lever, you might double-down in organic channel expertise. 
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...
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...
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 :)
Ross Overline
Senior Manager, Product Marketing, Fivestars
Asking for a raise is tricky. Ultimately, you need to be driving value, right? That can be broken down quantitatively, but also qualitatively.   Quant: What impact are you having on funnels? Run A/B tests to prove that your strategies are driving impact. How have NPS and sentiment changed?   Qual: Do you have strong relationships with stakeholders? Are you driving value through strategy, creative, and channel partnerships?   I would also recommend using your companies job ladder as a tool, or if you don't have one, job descriptions for other similar roles. If you're a PMM and the expe...
Leandro Margulis
Head of Product Marketing, Prove
Well, the question of "What is Product Marketing" Could mean different things at different companies, but my answer is that we provide the voice of the market and the voice of the customer internally to the product manager so we can build products that resonate with our audience, and we are the voice of the product externally providing the appropriate messaging and positioning to go to market.
Lindsay Bayuk
CMO, Pluralsight
Great question! This is so important. Because product marketing is often the "glue", it’s easy to miss how critical it is to driving company alignment and growth. Make sure that you have a regular cadence of updates and clear/measurable metrics reported to your CMO and Executive team. Being proactive about advocating for your function is part of being a great marketer!