What parts of your gtm planning and execution have become more important as you've developed as a product marketer? And what parts do you now view as less important?

The number #1 recommendation is cross functional alignment. In organizations of any size–small and large–it's not sufficient to have only your direct leadership on board with the GTM strategy. Ensuring that the product, sales, and professional services leadership are informed and explicitly supportive is crucial.

The plan should be accessible to all stakeholders and leadership, maintained diligently to reflect any updates.

Lastly, make sure to explicitly document any blocker, risks and remediation plans. Once again, don’t assume these issues are automatically acknowledged by others, proactively engage leadership for resolution when necessary.

Conversely, I've discovered that overly frequent or detailed updates can detract from the focus on critical issues. They can obscure key points rather than clarifying them.

I also advise against mixing leadership updates and regular syncs of working teams. While it demands more effort from the GTM leader, separating meetings based on their defined objectives will ensure to improve the relevance and productivity of these discussions.

Finally, every company has different strengths and flows. Learn from each GTM execution, and iterate to remove uncovered challenges in future GTMs.

The parts of my GTM strategy and execution that have become more important as I've developed and led dozens of launches are:

1. Alignment: Making sure that the PM and PMM team are aligned going into the planning is so critical to the success of the launch. This takes practice.

2. Communication: This probably should be #1, but constant communication with everyone involved is vital. I've seen it happen a few times where a seemingly minor change to support a launch impacted a critical process for another department. Holding regular cross-functional syncs where everyone has a voice will make sure everyone is aligned and can identify hurdles as they come up.

3. Flexibility: Features get dropped from the release quickly, stories change, the market shifts. You need to be flexible with your plan and strategy and be comfortable with pivoting.

On that, your GTM process and strategy should be used more as a reference guide or a starting point. You should adapt it to each company and release. And even then, be aware that it will evolve with the release.