All related (34)
Eileen Buenviaje Reyes
VP, Product and Growth Marketing, 1Password | Formerly Dropbox, SurveyMonkey, LinkedInFebruary 8
I completely agree that PMMs are highly cross-functional and often broadly scoped. The common trap I’ve seen us fall into is that of “peanut-buttering”, spreading ourselves thin over a broad range of projects. This is the slippery slope that leads to burnout quickly. The 3 things I do to combat this are: 1. Increase delegation: Especially at companies in earlier stages of growth, it is typical for product marketing to take on more than they should because other areas of marketing may not have the resourcing or because processes are undefined and product marketing has to figure it out as th...
Daniel Waas
VP Product Marketing, AppFolioApril 4
* Set boundaries and clear expectations with the various stakeholders you work with. Don't commit to crazy timelines. If a crazy timeline is unavoidable, communicate what you will have to trade off.  * Create a culture of trust with your team by being your authentic self, being a good listener, and always having your team's back. * Build frameworks and processes and communicate them across the org. Follow your process. Build systems for yourself so you don't reinvent the wheel too often. * Understand each individual team member. Who are they? What drives them? What are...
Roopal Shah
Head (VP) of Global Enablement, BenchlingJanuary 24
What a great question. One thing I do in almost all my teams is run them in agile sprints - they can be two weeks, three weeks, or monthly depending on the speed of business. As part of this, one thing I ask my teams to do (and they have the autonomy to also not do this if it's a busy time) is to build in "whitespace" - basically planning for the unplanned. This allows them to have some cushion room in their plans to absorb changes as it's impossible to plan for everything in the world. Additionally, I build in fun during the quarters for people to make sure not only do we bond as a team bu...
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!