All related (22)
Alexa Scordato
PMO at TikTok

Starting with those three functional responsibilities - insights, launch/go-to-market, and sales enablement makes a ton of sense for a team of that size. Depending on the current and future product set, I've also seen teams re-org to match customer segment (SMB, enterprise, etc.) or paired with a product manager who is either tasked with overseeing a product and/or stage of a user life cycle (e.g. acquisition, retention). 

Patrick Cuttica
Senior Product Marketing Manager at Square
This depends heavily on the make-up of your company and your product portfolio. Early on, I thought of our team as product marketing generalists. Each PMM covered a wide range of responsibilites tied to the commercialization of our product straetgy including: core product positioning, product launches and release management, various sales enablement efforts, assisting with in-app copywriting, executing internal product enablement (technical trainings, demo environment, etc.). Over time, we began to further specialize.  I think the key is understanding the core needs of your main stakehol...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
Tiffany Tooley
Head of Product Marketing at Hubspot | Formerly Salesforce, IBM, Silverpop, Blackboard
Great question! Sounds like your team is really prioritizing the awareness and consideration phase of your buyer's journey, so you're optimizing for product intel, launches and then sales enablement/support. I think one other area to consider, which may be in your launch team's remit, is buyer enablement and customer stories/proof, so the experience and content you're creating to help your buyers quickly and confidently make decisions. Outside of that, I'd recommend you have a good partnership with your competitive team, so that those insights can help support your messaging and GTM strateg...more
Becky Trevino
Executive Vice President Product (fmr VP PMM) at Snow Software
What I would do here is to partner with your manager and key stakeholders to understand the top 3-5 problems the business needs your Product Marketing to solve. Basedo on the responses you receive, ensure you have people in the right roles to solve these concerns.  While there are general roles & responsibilities (e.g. Launch Management) that fall to Product Marketing, your aim is to ensure you're team is solving problems for the ubsiness. In your case, if Sales Enablement, Product Launches, and Product Insights are top 3 problems for the organization then you have the right structure in...more
Patrick Cuttica
Senior Product Marketing Manager at Square

I'm running out of time! See the answer above to the question "I wanna make the case to hire some more product marketers - we're a team of 2 for a company of 400. Whats the ratio where you are? Have you seen any external data on this?" -- I think I mostly covered this in that answer. 

In short, we have a Go-to-Market team focused on the commercialization of our product straetgy and a Sales Readiness team focused on competitve/market intel, analyst relations and sales content developmenet. And our key partners are Solutions Engineers and Sales Enablement. 

Suyog Deshpande
Product, Partner & Developer Marketing Leader at Samsara
Refer to my answer for this other question here (link) For a team of 3, I can suggest some frameworks to use-  Do you have multiple products and can 3 people own 3 product GTMs?  Do you have a team where there are different strengths and are you able align people by functional expertise? For example: Could you have one person lead company messaging, positioning; one lead product launches and enablement and the other can own solutions or programs/pricing? Do you have different GTM motions - Enterprise, product led sales, volume sales for SMB? Can you align by that? For a 3 mem...more
Kristen Brophy
Senior Director, Marketing at National Basketball Association | Formerly Uber, Square, 1stdibs
Structuring a product marketing team is unique to every business. You could start by asking questions like:  1. What are the business metrics that the organization needs to drive and how can your product marketing team contribute to those top line goals? I like tying product marketing to topline business goals because it's easier to point directly to impact that the organization care most about.  2. What are the key outcomes and objectives for our team and what are the intiatives, roles, and responsibilities I need to achieve those objectives? From there you can prior...more
Sara Rosso
Director of Product Marketing at HubSpot | Formerly Early hire @ Automattic (WordPress.com, WordPress VIP)
As a fully distributed / remote company, we operate slightly uniquely than other companies - the two biggest differences are 1) we don't use email and 2) everything by default is public to the entire company. Instead of email, we publish everything on our intranet, which is naturally powered by WordPress, and it's also public to the entire company. The intranet is essentially hundreds of WordPress(.com) sites, which we call P2s after the theme they run. P2 is available for anyone to use https://p2theme.com/ and the design enables easier front-end posting & inline commenting, so it's less o...more
Daniel Palay
Head Of Product Marketing at 3Gtms
Well, the way you have it broke down, you seem to be describing a great researcher, a great engineer and a great writer. Three very different, equally important skillsets.  This is just my opinion, but there is another significant difference between the three, and one that is probably overlooked wayyyyy too often when hiring: how process-oriented one must be to succeed. Launches, for example, are probably best handled by someone who thrives on process. Insights is likely somewhere in the middle, as good research requires a methodical thinker, but it doesn't have to be someone entirely pr...more
Sina Falaki
Director, Industry and Product Marketing at Motive
It all depends on what gaps need to be filled in your company.  Is there a need for sales materials, marketing strategy, customer sucess and retention, or do you need to go upmarket and dive into mending relationships with analysts? Across the product marketing team there needs to be four key skills:  * Messaging & Positioning * GTM Strategy & Orchestration  * Field Alignment  * Product Alignment With that being said, you can split up, depending on your approach.  Product Marketer 1 * Positioning * Messaging * Pitch Decks * Pricing/Packaging Product Marketer 2 * Custo...more
Sarah Din
VP of Marketing at Builder.io
This is a question I get a LOT. Everyone wants to know whats the idea PMM team structure. The short answer is there isn't one. Firstly, the role of a PMM looks different in every company. Secondly, the role of a PMM is not static. The role should evolve based on business priorities. So while you may structure the team a particular way today, know that you might need to change that structure a year from now if your priorities shift, especially at a start-up where things change quickly. Here are a few things to keep in mind though: * Look at the ratio of PM to PMM as a starting point, es...more
Alexa Scordato
PMO at TikTok
Where to start? Every company has different policies for promotion criteria, but ultimately it needs to take into account 2 things: merit and business need. Business need has to come first. It means that there's a larger scope of a role that needs to be done - more responsibility and complexity within an org / team - and there's now an opportunity or need for someone to fill that. If that doesn't exist, promotions shouldn't be happening arbitrarily. I recongize that especially within startups, individual contributors want to grow and should be recognized for their efforts, but when merit su...more
Katherine Kelly
Head of Product Marketing at Benchling | Formerly ExactTarget (Salesforce Marketing Cloud), Zendesk, Slack, Salesforce

Trick question! All my teams have been equally fantastic and I love them all the same.

BUT I would say that one thing I focus on is trying to develop PMM teams that know how to collaborate. There's a lot of focus on "coverage" and areas of ownership -- but in all my teams I've forced matrices and collaboration and sometimes it's been hard but in all cases I've been proud of the way the team grows when they work together and learn to lean on each other.