All related (2)
Eric Petitt
Vice President, Marketing, GlassdoorMarch 17

(This answer from my fearless colleague Sophia Fox) As a junior pmm, recommend being strategic about the types of projects you work on, and in what capacity. Cannot emphasize enough taking the initiative to seek out and work with your manager and cross-functional partners to identify where pmm can uniquely add value to any key business initiative. Find mentors too. That’s their job, and it is part of yours as well. If you don’t find execs mentors who you feel comfortable with, I’d really ask yourself if you are at the right place for you. Then, show up.

As a pmm leader within an org, create as many opportunities to help garner greater visibility into the valuable work that your junior folks (and newer team members) bring to the table. And, whenever possible, if you are the catalyst, let their voice (and face) be in the forefront along the journey so that it is unmistakably clear that they are the primary lead on said initiative. This will not only create a culture of trust and excitement, but it makes your team stronger. Your executive team cannot ignore the contribution of every pmm member within your org.

Eric Petitt
Vice President, Marketing, Glassdoor
I’m not certain the stakeholders and leverage have changed much in my experience with different company sizes, although resources clearly do. As you grow from startup to tween/teen and mature, the stakeholders diversify with the added resources that come from business growth. Sophia and I have generally watched pmm move from an individual contributor -- plugged in to a growth team, leading basic sales enablement, and driving core positioning through product -- to an enabler, helping other teams do their work better, and ensuring a single voice across touchpoints. In startup and sometimes tw...