All related (106)
Rekha Srivatsan
VP of Product Marketing, SalesforceJuly 27
Welcome to the PMM world! ;) My approach to this would be:  * Take a closer look at the particular job responsibilities. If the job responsibilities are heavy on content creation, I'd include samples of the content you've created in your marketing portfolio.  * In addition, include a variety of different content pieces too. This will help the hiring team know your diverse skills as well as give them ideas on what they can do -- making you a standout winner.  * You can also look at the company's website to understand their current content mix, voice, etc. And see if you ca...
Jeffrey Vocell
Head of Product Marketing, Narvar | Formerly Iterable, HubSpot, IBMApril 7
There's a lot of potential variability here depending on company, exact role, industry, and more. That said, here are a few ideas of what you can show: * Cross-functional Initiative: If you've directly led a cross-functional initiatve that drovesome key business results, showcase them! For example, a sales deck that you created that drove win rates in that vertical. Talk through how you worked with Sales to create the deck and enabled the team doing so. * Launch campagin: This is similar to above, but showcase a launch campaign that you worked on and the results it had on ...
Sharadhi (Gadagkar) Patel
Director, Product and Solutions Marketing, HopinJune 1
This is a great question, and one that I ask most of the candidates I interview at some point in the process. The kinds of materials I like to see are dependent on the job they’re being hired for, but generally speaking pitch decks, sales one-pagers, competitive battlecards, messaging docs, launch strategies, buyer personas - these are all helpful bodies of work to share with your PMM hiring manager. If you’re brand new to Product Marketing or even Marketing in general, don’t feel shy about making that known to your hiring manager when sending work samples. Lots of candidates transition to...
Jasmine Anderson Taylor
Senior Director, Product Marketing, InstacartJune 2
First - anyone inviting you to interview will see from your resume whether you’ve done product marketing. If you haven’t and you still get invited to interview, then there’s no need to worry about being new to PMM. Instead keep in mind there are likely a few key areas your interviewer will want to assess. Take your past work and reframe it to demonstrate your ability to grow into your role, while proving you’re showing up Day 1 with skills to contribute: 1. Identifying Insights: Share a way in which you helped a business or team identify something they did not know before 2. Positio...
Julien Sauvage
Vice President, Product Marketing, Gong.ioDecember 7
I would be super metrics-dr :iven here. Maybe show a few functions you've owned (or contributed to), from top of the funnel to middle and bottom of the funnel, with the corresponding programs and the metrics you've optimized for each. For ex: - Owned awareness plan - running exec programs and targeted PR, I could increase the share of voice of my company by x% - Built strategic narrative - creating company messaging and enabling field, resulting in y% in sales velocity and z% competitive win rates - etc. Hope it makes sense! 
Priya Gill
Vice President, Product Marketing, Momentive
I would keep timelines directional but loose, but you need to include something to give customers an indication that you're continuously investing in your product(s) and innovating at a rapid pace. If you have high confidence that it's coming in the next 6 months, you can label that product/feature you're highlighting as "H1 planned" or "Q3 planned". If you're unsure, you could label it as "H2 under investigation". I would never give a specific date unless you're about 1-2 weeks prior to launch and are 100% confident in that date. You definitely should also get legal involved to ensure you ...
Andy Schumeister
Director of Product Marketing, SourcegraphJune 8
Try to align your portfolio with the job description: * If the job description focuses on messaging and positioning, share an example of a messaging framework or landing page that you put together. * If the job description focuses on launching products, share an example of an Asana board or spreadsheet you'd use to coordinate a cross-functional launch. * If the job description focuses on writing, share a blog post, case study, or e-mail you've crafted. If your portfolio doesn't align with the job description or you want to stand out, create something new for the company you're...
Brianne Shally
Head of Product Marketing, Nextdoor
It’s difficult to define growth by titles since titles vary greatly by company and company maturity. Also, more and more companies are shying away from title heavy culture. When you consider growth and trajectory, I encourage you to evaluate it based on your goals, what you want to learn, and what you want to do next vs. a title. Focusing on obtaining a title can be short sighted and may result on you being lost after you achieve it. That said, with career progression top of mind, here are some tips:  * Perform at the next level: Companies want to see that you can demonstrate perfor...
Mike Berger
VP, Product Marketing, ClickUp | Formerly Momentive, Gainsight, MarketoNovember 11
Maybe I'm unique but I've been in Product Marketing for a long time and I've never been asked to present a "marketing portfolio". I have, on the other hand, been asked to present on specific topics or share specific experiences on many occasions. If someone is asking you to present a "marketing portfolio" and you are new to product marketing, I would ask the person asking you to provide more detail on what they are looking for.  If you don't have a portfolio, then I would tell them that you are very interested in the role and I would ask them whether or not they can think of a specific ex...
Laura Jones
Chief Marketing Officer, Instacart
  To establish credibility with a new team, the first step is understanding the team's need, laying out a vision for how you can best add value, and aligning around expectations. It is important to know the user, the market, and the product so that you can engage with the cross-functional team in a meaningful way from day one. With a clear set of objectives and foundational understanding of the space, you can quickly begin to make an impact on the team.  
Priya Gill
Vice President, Product Marketing, MomentiveJune 30
Not sure I completely answer the question. Typically when I ask candidates to give a presentation, it's less about the specific products they're presenting, but rather HOW they present it. Can the candidate articulate how they effectively approached their GTM strategy, from ideation to execution and beyond. Can they effectively launch a product/feature and properly engage the right cross-functional partners to make that launch a success? Are they outcome-oriented and think about the metrics they're trying to drive with a given launch? Those are just a few things that I would be looking for ...
Gregg Miller
VP of Product Marketing, Oyster®
30 days: Balance being an absolute sponge and learning by doing. Be a sponge by reading every doc you can get your hands on (enablement materials, case studies, team quarterly/annual plans, research studies, etc.), talking to as many prospects and customers as possible, and scheduling 1:1s with both stakeholders and company leadership. Learn by doing by getting involved in low-risk, low-hanging fruit activities where a PMM touch is needed but perhaps don’t require a ton of context. 60 days: Hopefully you’ve gained enough context by 30 days to start to get an idea of what the big challenges...
Priya Gill
Vice President, Product Marketing, MomentiveJune 30
I would also add: Can they clearly understand the customer pain points and technical capabilities of the product, and translate that into clear marketing messages that resonate? The folks that I've seen who stood out were able to tell a story with their presentation and were clearly outcome-oriented vs tactic-oriented. I don't want someone who's just going to go through the motions. I want a critical thinker who will think outside the box.
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...
Aneri Shah
Head of Product Marketing, Ethos | Formerly Meta, MicrosoftFebruary 14
Think creatively about marketing-adjacent work you've done, and put together a series of case studies that you can share with the hiring team. Examples can include:  * Identifying customer insights and defining a scalable solution or creating a piece of collateral, e.g. identified a trend in X vertical, and built a vertical playbook to help customers in that vertical grow  * Website work that shows how you structure problems and present information * Presentations you've created that could be customer facing  * Work you've done to help a nonprofit or organization grow  * Example...
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...
Hien Phan
Director of Enterprise Product Marketing, AmplitudeOctober 5
First, welcome to PMM. It would depend on what kind of PMM they are looking to hire. I would do three buckets. (1) a thought leadership piece or website/landing page (2) a launch plan or GTM plan (3) examples of enablement like slides etc. They want to see if you have done core PMM activities: messaging, launch, and strategy. 
Akshay Kerkar
Head of Marketing, Cloud Enterprise & Platform, Atlassian
The answer really varies by company - I have seen instances of Product Marketing, Product Management, Finance, Biz Ops, and Sales Strategy teams own pricing. In an ideal world, the team that's both tasked with understand your products/market/customers and works closely w/ Sales is the best place to lead pricing initiatives. In most instances, I'd argue that this is Product Marketing. Product Management are important stakeholders in the process (along with teams like Sales and Finance) but since they are not as GTM focused as PMM in most cases I don't think they are in the best position t...
Lisa Dziuba
Head of Product Marketing, LottieFiles | Formerly WeLoveNoCode (made $3.6M ARR), Abstract, Flawless App (sold)July 29
The product marketing portfolio could be: * Messaging: key messaging on the products you worked on * GTM: links to your part launches (landing pages) * GTM: launch brief which you can share * Content: links to case studies you have prepared * Sales enablement: sales presentations, personas, sales emails You can also share articles explaining your work approach. For example, I talked about incorporating user empathy and it explained how I actually did it. You can see it [here](https://www.entrepreneur.com/article/398284).  
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 :)