All related (27)
Lindsey Weinig
Director of Product Marketing at Twilio
Each role, level, and business requires a some nuance for product marketing hiring, but I generally focus on a few key characteristics. First, successful PMMs need to be able to prioritize in complex environments. Through ambiguity, constant change, and conflicting stakeholder pressures, effective PMMs have some sort of framework they use to weigh and decide rapidly what they should focus on and what goes in the backlog. Second, PMMs need to be influencial communicators. They need to build strong relationships with their stakeholders and collaborators, navigate conflict, and drive to result...more
Steve Feyer
Product Marketing Director at Eightfold.ai
We use a formal leveling rubric to evaluate levels. This is used across all market-facing roles, other than sales reps. To summarize a few of the key differences across levels: SENIOR MANAGER * A Senior Manager independent works cross-functionally; a Manager does not. * A Senior Manager can independently update their task list to reflect company/department goals; a Manager cannot without help. * A Senior Manager can independently learn and reflect industry best practice; a Manager has to be trained. * A Senior Manager can deliver feedback; a Manager cannot. * A Senior Manager...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. 

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
Akshay Kerkar
Head of Marketing, Cloud Enterprise & Platform at Atlassian

I must admit that design disagreements have been rare in my experience. The best way to ensure alignment is to really think of your design partner as a true partner (vs. just a service role), bring them in early and upfront, provide them with context (e.g. maybe even have them be part of planning sessions), and take a collaborative vs. directive approach.

While there may always be one-off disagreements on individual efforts, overall a collaborative approach should lead to a much better working relationship and end result since you’ll now be aligned on goals and desired outcomes.

Angela Zhang
Director, Product Marketing at DocuSign
I think a strong PM-PMM relationship, on an team-level or individual-level, is based on three things: 1. focus on the customer - but we'll go beyond that!, 2. respect for what each other brings to the table, and 3. goal alignment within the org.  Here are the areas I focus on to build on #2 and #3 * Build PMM expertise on inbound research, around market opportunity and that overlaps with product vision and capability. This is a place where PMMs can really shine when we ask where is the market today and where do we expect it to go? What is the total opportunity and what can we ...more