All related (46)
Brandon McGraw
Sr. Director, Head of Product Marketing at DoorDash
I came from a background in brand and so my natural instincts served me most well on the outbound side of product marketing. I had my fair share of imposter syndrom in the early days when I looked at my peers and realized that I'd never done the traditional inbound work of a PMM. I spent more time than I should have in those early days being afraid to ask for fear of not being able to meet the bar. It took building a relationship with a peer whose work I admired to admit that I was really learning on the fly and to my surprise, they were too!  We all have strengths and areas where we ...more
Jasmine Anderson Taylor
Senior Director, Product Marketing at Instacart
One thing I wish I learned earlier is the most powerful product marketing you can do is always centered on a shared human truth. When I look back on my very early PMM GTM work, I focused primarily on communicating about the product and the benefit derived from the features themselves. But the product features, however innovative, were only half the story. Connecting the Product to the Customer Need is where the true magic lies. Find the truth we all share (an experience, an emotion) and connect that to the new experience the product provides -- that’s where your message takes on real meanin...more
Brianne Shally
Head of Product Marketing at 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...more
Naman Khan
Chief Marketing Officer at Zeplin
There is one key learning: Actively plan & manage your development. Here is what is involved: * Know the menu: Since Product Marketing is such a broad discipline, its important to understand the various functional competenices that comprise it. This way, you can assess where you have strengths and where you want to develop. These competenices span target segmentation definition, messaging & positioning, content development, sales enablement, pricing/packaging, PR/AR and more, they are quite different and require different skills. * The market will evolve: There are als...more
Dana Barrett
Head of Talent Acquisition, Strategy & Operations at Asana
I spent a lot of time in my early career worrying about getting to the next promotion and how I was progressing versus my peers. Looking back now, this was all wasted energy. I wish I had been more focused on learning and picking up as many skills and experiences as possible. I also wish I had been less worried about making mistakes. I think I would have been able to take more risks and push myself to try new things that would have ultimately helped me to build more skills. I also wish I knew how to prioritize better early in my career. I worked a lot of late nights and weekends in my earl...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
Francisco M. T. Bram
Vice President of Marketing at Albertsons Companies
When you're starting out your career as a PMM, it is very important to remember that your value promise is to customers and not internal stakeholders. I don't mean to say that internal alignment and buy-in isn't important but it should never take priority over serving your customers. In my early days, I spend 80% of my time trying to understand what were the needs of my internal stakeholders and ensuring I was supporting them fully, leaving little focus on the customer. The moment I started prioritizing customer needs over internal stakeholder needs, when I started to champion customers int...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
LeTisha Shaw
Director, Product Marketing at 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 :)

Mike Polner
VP Marketing at Cameo | Formerly Uber, Fivestars, Electronic Arts
I think there has been a massive shift in just the awareness and momentum around Consumer Product Marketing overall. When I joined Eats 3 years ago as the first Consumer PMM, everybody was asking what this role was and how we were different than Brand Marketing or Performance Marketing. Not only at Uber has that changed dramatically, but also, within the industry there has been a really evolution of folks who would traditionally be in "Brand Management" roles at CPG companies starting to move into PMM roles at tech companies. I think there are a lot of similiarities between those two actual...more
Ross Overline
Senior Manager, Product Marketing at 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...more