All related (89)
Daniel J. Murphy
VP of Marketing at Privy

Great question. Yes, been there & struggled there before. Think ultimately the more you can make product marketing a group of strategic thinkers and enablement gurus to marketing, the more clout your team will build. If demand gen wants to parnter with PMM to understand how to market features for a campaign, if content looks to product marketing for competitive intel or market insights to build content, those are all signs you've built a PMM with real value to the marketing org.

Patrick Cuttica
Senior Product Marketing Manager at Square
This is a great question. A fair amount has been written about where Product Marketing should exist within the broader company structure—just Google "where should Product Marketing report" and you'll find a bunch of articles on the topic. During my time at Sprout Social, we spent more than 3 years as part of the Product Team and nearly 2 reporting within Maketing, which is where we currently sit. All of this is to say, being thoughtful about how you position your product marketing team within the company, regardless of where you officially report, is paramount to earning trust and establish...more
Daniel Kuperman
Head of Product Marketing, ITSM at Atlassian
That's an especially important question for PMM leaders today. There are a few key components to pay attention to: - Compensation - Work - Growth First is to ensure your people are being paid fairly. This means always keeping an eye on the market rate for people on your team and whether they are below, above, or in the middle range for the base pay. At larger companies, your HR team will be able to provide that, but at smaller companies and startups, you'll have to do some research using third-party sites like Glassdoor, Salary.com, Payscale.com, and others. If you spot someone on you...more
Carrie Zhang
Product Lead (fmr Head of Product Marketing) at Square
Great question. I always tell my team that as product marketers we are the bridge between product development and the broader marketing & sales teams. We focus relationship building and collaboration in 3 areas: 1. Product (development) team. At Square PMMs are embedded within the product teams so this is technically our home. Where we add value is bringing in the customers' voice when it comes to product strategy and roadmap. My team does a lot of work visiting customers, conducting qual/ quant research, collecting feedback from Sales, Account Management, Support, thr...more
Jasmine Jaume
Director, PMM - Support & Platform at Intercom
* Being clear about what PMM's role and mission is, and ensuring other marketing leaders understand what your team does and doesn't do. Have open discussions about where there might be overlap between teams, and agree on how you'll handle it. * Building relationships with others across the marketing org - both leaders but also at the IC level - and communicating openly, sharing your goals and plans, developing processes together, and getting buy-in as you plan  * Having a clear framework for prioritising requests that come in to the team, so others know how and why we p...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
Mike Polner
VP Marketing at Cameo | Formerly Uber, Fivestars, Electronic Arts
Love this question and something I had to do a ton when I first got to Eats and everybody was like - hold on, what is Product Marketing?  I talk a lot about internal marketing and say you have to Product Market, Product Marketing...This starts with a very clear and differentiated articulation of our value. For example, I made it very clear from Day 1 that PMM is the primary POC to Product within the Marketing organization and built teams, hired people, and reinforced with KPIs that story. Over time, that continued to build and we eventually built up a reputation (a brand!) that we were t...more
Jeff Beckham
Sr. Director and Head of Product Marketing at Gem
I’ve found that most companies want the most capable people doing the most important work. If you prove your value as a PMM by making the team and company successful, bigger and better projects will naturally come your way. When it comes to positioning the PMM team within marketing, it ultimately comes down to influencing the head of marketing. They want nothing more than for the marketing team to produce great work and achieve its goals. Whether marketing metrics are tied to pipeline, LTV, brand awareness, or all of the above, if the numbers aren’t going up, it reflects poorly on the whol...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. 

Harsha Kalapala
Vice President, Product Marketing at AlertMedia | Formerly TrustRadius, Levelset, Walmart
Product marketing's biggest challenge (no matter anywhere I go) is defining the scope and sticking to it. Anything under the sun that is not Demand Gen or SEO tends to be seen as a job for product marketing. If we don't get a handle and drive the definition of role as product marketers and clearly write down what we own, and just as important what we don't own, we will be working against the grain. You may be doing a lot of great work, but that is always relative to expectations. In a nutshell, setting expectations is everything.  And it's not just with your boss and the exec team. It's ...more
Shabih Syed
Director, Product Marketing at Datadog | Formerly Mparticle
Within a large marketing team I have always positioned the Product Marketing team as the experts who are the go-to people for any product question and I make sure we indeed are. One of my personal reasons for moving into Product Marketing from Product Management was to alleviate the lack of technical know-how within our marketing team that contributed towards unclear messaging.  One of the biggest challenges that PMM's face is that they have to influence other people's work. Sales Enablement, Marketing and Customer Success for example rely on the PMM for delivering the product trainings,...more
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®
There’s two main drivers I think about with respect to org structure. Important caveat on the below being I primarily have worked at smaller organizations where org structures across the company are often highly nimble. 1. How established the function is - When the PMM function is new, oftentimes you might be the only Product Marketer or have just one report. In that scenario I think it’s important to keep yourself and your report as generalists and prioritize the most important projects across the business as opposed to specializing by product/persona/etc. This enables yo...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