What PMM team sizes and roles have you seen in relation to overall company and sales size, or other markers.

It's difficult to generalize here. You need to first establish the need for product marketing because not every company needs a product marketing function. In my opinion:

Small companies or start-ups (<20M ARR) can delay hiring product marketers if the founders or early marketing employees can perform the job. Once you have happy customers and start seeing competition in your sales cycle then it's time to bring in a product marketer to develop competitive positioning and fine tune the GTM messaging.

As revenue increases you can add experts within the product marketing function based on business need. As you set up a sales function you will need PMM to develop sales enablement material or create thought leadership content (blogs, e-books, whitepapers) to drive brand awareness.

Finally, as revenue approaches 50-100M ARR you will need dedicated resources in product marketing to handle GTM messaging, pricing, sales playbooks, campaign management, content development, analyst relations, product launches and customer advocacy programs such as advisory board or content for user conferences.

In established enterprise companies you see large product marketing teams with multiple people performing the same product marketing function but are distributed by regions. 

This is a great question and certainly varies by industry. In the tech landscape I've seen:

• Series E with a team of 30 product marketers

• Series C with a team of 8 product marketers

• Series B with a team of 3 product marketers

• Series A and Seed with 1 product marketer

and a partridge in a pear tree :)

The delta really lies within GTM motion. Are you a PLG company? You'll likely be more PMM heavy versus Sales-Led company where PMM is not taxed so heavily.

I don't think there's a great one-size-fits-all answer for PMM team sizes relative to the size of the company. This is often highly dependent on what other marketing disciplines exist outside of PMM, how technical the product is, where the company is in its growth trajectory and lifecycle, how experienced the PMMs are, and more.

But as general proxy, I've found it most helpful to look at PMM to PM ratios. Ideally, this ratio is somewhere in the range of 1:3 and 1:6. For new products that ship major features quickly and are rapidly evolving to go after a large market, having more PMMs per PM is helpful in enabling the PMM to go deep enough on the audience, market, and product to build impactful GTMs and drive ongoing adoption. Once products are established, features don't ship that often, and the audience and landscape is well understood, having fewer PMMs per PM can lead to more efficient teams.

While I'd love to say "You'll know when you need more PMMs!" most reading this will know it's not that easy.

The ratio of PMMs to PMs or AEs is typically influenced by:

1. Product complexity: More complex products require additional PMMs to effectively market them

2. GTM motion: Sales-led models require greater focus on sales enablement, whereas PLG models require greater focus on user onboarding, adoption, and campaigns.

In my experience PMM scales more closely with PM.

• Early-Stage (Series A/B): 1 PMM for every 2 PMs

• Mid/Late-Stage (Series C and beyond): 1 PMM for every 3-4 PMs

Additional hiring considerations:

• Once teams exceed 12-15 AEs, they typically add 1 PMM to support Sales Enablement

• In highly competitive markets, PMM teams may hire someone dedicated to competitive intelligence

• For companies with Fortune 500 customers, it's common to see a PMM dedicated to analyst relations - or even a dedicated Analyst Relations Manager.