What kinds of ongoing, cross-functional meetings do you think are important to have? Which teams are involved, and what agenda items do you recommend?

Here's what I have done in the past, but your mileage may vary based on your company. Quarterly: Meet with leadership in your go-to-market teams, product teams, and marketing teams. Understand goals, dependencies, and expectations and make sure you set up instrumentation for tracking success. Monthly: Meet with go-to-market peers to make sure execution is on track, whether you're launching or landing a product. Review metrics. Understand risks, shifts in strategy, shifts in market. Use this as a ...Read More

PMMs here in general have regular meetings with Product, CS, and Sales to support ongoing product launches, facilitate internal training, and gather customer feedback. However, it’s important to shift what meetings you attend, which teams/individuals you meet with, and the frequency of your meetings based on your and the business’ current priorities. Otherwise, given the nature of PMM’s work, meetings can quickly add up. There are a few questions that can help determine whether it’s important to ...Read More

Different meetings are needed at different stages of a company and products maturity but some meetings that I think are crucial at any stage are the following: Monthly product release meetings: PMM to present upcoming monthly releases to marketing, sales and CS teams. This allows them to ask questions, get a demo, and hear about upcoming releases and how they are being marketed. Bi-weekly product development meetings: Discuss in-flight products being worked on, their timeline and any roadblocks. ...Read More

Ah yes, the meeting trap!  Unfortunately, my answer is that it depends -- on how mature your PMM team is, what your priorities and key projects are, and how you're structured. That said, a couple of guiding principles: Keep it light. I try to let most meetings be ad-hoc or project-based, with only a few standing meetings. The standing ones are mainly just weekly 1:1s with our Product counterparts (at the team lead & IC level), and then quarterly project-based ones (like QBRs or roadmap revie ...Read More

This question is completely contingent on your company's business priorities and problems. No one should meet for the sake of meeting! So if the most pressing XFN problem at your company is pricing, you should implement or get PMM into the room for that meeting. If the most pressing XFN problem is opening up a new market, you should get a cadence on the calendar for that. At Ironclad, we have a regular cadence with Product, Sales, and Marketing on topics like Market/Compete, Win/Loss, and all GT ...Read More

Maintaining alignment with all stakeholders can be a challenge in a large enterprise. Regular meetings serve as crucial platforms for discussion, feedback, and decision-making. However, without careful control, these meetings can expand with the wrong audience or become unproductive. To prevent this, it's essential to have a meeting owner who manages the discussions, tracks talking points, shares agendas in advance, records actions, and follows up on them. If this skill is lacking, consider hiri ...Read More