Product marketing is so often misunderstood, and a lot of CMO’s didn’t grow up with it so they don’t particularly understand it. Still other CMO’s struggle with the PMM orgs that seem to spend more time on things they can’t see or aren’t held accountable for inside their own marketing org. And, like you said, while pmm plays a cross-org glue role, it can leave it stretched way too thin as a result. I think having a charter for your team is a really important place to start. It should last you a good year or two or more, or at least until your company hits another important milestone. On top of that you need annual team objectives that you’ve reached alignment on with your key c-level stakeholders. We have a little “PMM pitch deck” that I try to update every year and refresh for senior stakeholders. It includes our charter, objectives, strategy as a team, structure, OKRs for the quarter ahead. I think it helps to think about how to draw clear connections between CPO and business and marketing outcomes, and ensure your team’s efforts are working at that intersection.
Your executive team and CMO should be looking to you to prioritize your workload.If you wait for someone to prioritize your workload for you, you'll end up working on things that skew completely in the wrong direction or may be overindexed on a particular metric. PMM has many stakeholders and its important to balance priorities across sales, CS, product, and marketing. Always defer back to the company-wide objectives. How can you best serve those objectives and drive impact? How can you make a measurable impact? How can you build for scale? These are all important things to consider when prioritizing. Good luck!