All related (56)
Carrie Zhang
Product Lead (fmr Head of Product Marketing) at Square
This very much depends on the company and individual team lead vision so I will just chime in with what it is like at Square.   In general, PMMs at Square cover a wide range of responsibilities regardless of level. These responsibilities include: 1. Develop product or feature launch/ GTM strategy and plans, including positioning and messaging 2. Quarterback marketing and sales partners (e.g., paid marketing, SEO, content marketing, lead generation) to execute GTM and growth plans 3. Lead customer research and collaborate with PMs on product strategy and roadmap 4. Lead pr...more
Mike Flouton
VP, Product at Barracuda Networks
This is going to vary widely by organization, and you'll find Jr. PMMs doing the same work in one organization that a director or even VP would in another.  That said, as a general rule, the more junior PMMs typically take on more tactical work. This can take many forms, but content creation, ghostwriting, babysitting the demand gen team and refreshing existing collateral are all at the top of the list.   At the other end of the spectrum, more senior folks are likely to be out of the office - evangelizing the company, meeting customers, influencing analysts and training senior sales peop...more
Loren Elia
Director of Product Marketing at HoneyBook

This is challenging indeed and something I've had to deal with at every company I've worked for. What I've fund helps keep me and the business teams sain is to plan to launch features 14 days after the official planned released date. This makes product nervous most of the time, but most of the time they're also delayed so it all works out in the end. 

RJ Gazarek
Group Product Marketing Manager at Amplitude

Another avenue that some companies take, is the TYPE of PMM you are. So you can be a product marketer, a solution marketing, a segment marketer, a vertical marketer - these all still fall under the role of Product Marketing, but rather than focusing specifically on tacitical to strategy, they're also segmented more granularly on their individual focus. So a vertical PMM, may focus on everything across the portfolio, that relates to the banking industry, and tailors messaging, GTM motions, and enablement for that specific vertical. 

Roopal Shah
Head (VP) of Global Enablement at Benchling

Goes back to the shared goals - which at a high level, are hard to argue with - revenue, cost savings, customer success, etc. Once you get that common agreement, then it's about the strategy / the "how" to get there. If there are disagreements here, I would start with trying to understand why and seeing it from both of their vantage points. Then trying to see if you can get them 1:1 to understand the other point of view or better yet, get them to talk to each other. Ultimately though if all that doesn't work, you may need to get a tie breaker that's someone else and who they will listen to.

Gregg Miller
VP of Product Marketing at Oyster®
GTM kickoff meeting: It is absolutely essential to get all the right stakeholders in the same room to get on the same page around what we're doing, why, by when, and with which owners. I like to have my team run these meetings roughly three months before a given launch and use them as an opportunity to share out a preliminary GTM strategy they've developed in partnership with the product manager. The goal of the meeting is to provide a concrete rough draft detailing strategy and assets and timeline and owners for everyone in the room to pressure test and improve upon. It should be a collabo...more
Elizabeth Brigham
Director, The Jay Hurt Hub for Innovation and Entrepreneurship at Davidson College
Hmmm...I actually haven't had the experience of PMM not having budget to spend, so not sure I can really speak directly to this. I have worked at a start up where we basically have no budget at all, but that's another story on scrapiness. In general though, any time I've had to write a business case to get funding for an initiative, I typically follow this format: * How will my initiative materially affect the business? Revenue growth? Cost efficiencies/economies of scale? Market expansion? * Why am I asking for this now, why is this a priority over other things we want to do?...more
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
Christy Roach
Head of Portfolio & Engagement Product Marketing at 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...more