All related (85)
Daniel Kuperman
Head of Product Marketing, ITSM, AtlassianApril 8
I am very biased in this case because my company, Atlassian, makes tools that help with this. For example, we are heavy users of Confluence and for each product launch we have a page outlining the steps, ownership, deadlines, etc. related to each activity of the launch. This page is shared across teams and anyone can see it and understand what's going on.  In this Confluence page we can also embed specific Jira tickets that the product team is using to manage their deliverables for the launch, which is helpful since we on the PMM team don't have to go searching for Jira tickets since the...
Gregg Miller
VP of Product Marketing, Oyster®September 27
GTM kickoff meeting: It is absolutely essential to get all the right stakeholders in the same room to get on the same page around what we're doing, why, by when, and with which owners. I like to have my team run these meetings roughly three months before a given launch and use them as an opportunity to share out a preliminary GTM strategy they've developed in partnership with the product manager. The goal of the meeting is to provide a concrete rough draft detailing strategy and assets and timeline and owners for everyone in the room to pressure test and improve upon. It should be a collabo...
Amey Kanade
Product Marketing at Fire TV (Smart TVs), AmazonApril 21
1. I create custom marketing dashboard daily reports ahead of every product launch. (Google analytics/Periscope/Tableau Daily Reports, don't have a specific preference as long as the right metrics are reported to all stakeholders on a daily basis during the launch period) 2. I hate and love Asana, Slack.
Mike Polner
VP Marketing, Cameo | Formerly Uber, Fivestars, Electronic ArtsJune 10
I wish I could say I have some secret weapon tool that's truly magical, unfortunately, I am just a Google Docs power user. More broadly, I should say that keeping stakeholders engaged comes more from a tight operating cadence than just a tool. This boils down to: 1. Have a clear goal and vision.  2. Tell the appropriate people about it (ie., inform the right folks, and designate the responsible parties so it's clear who's doing what.) 3. Have a regular operational meeting cadence. Meetings, done well, are super high leverage. 4. Send out regular communications to let the appropriate par...
Sara Rosso
Director of Product Marketing, Hubspot | Formerly Early hire @ Automattic (, WordPress VIP)April 7
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 and the design enables easier front-end posting & inline commenting, so it's less o...
Jodi Innerfield
Senior Director, Product Marketing, Salesforce
Tiering and t-shirt sizing a launch should be based on "how impactful is this to my customer and the company?" If it's a brand new product suite, a new offering in the market either for the company or the space, or a material investment/improvement from what exists today--that's a Tier 1, full-court press (whatever that means for your company!)  Moderate improvements, new SKUs, bigger features that are exciting but not totally new and different for the company are the market are more medium-Tier launches. Smaller features and incremental updates can be covered in release marketing only, m...
Jasmine Jaume
Director, PMM - Support & Platform, IntercomNovember 8
In the past we've used things like Google Sheets/docs, but for the past 18 months or so we've started using Coda and it's been a game changer. We do all our launch planning in Coda, which means there is one 'source of truth' where all stakeholders can see progress, timelines, who's responsible for what etc. This has been much easier than our previous world of having loads of different docs and no one ever knowing where anything is! I actually published a template of our launch plan in Coda , which you can make your own copy of if you like. Outside of Coda, for bigger launches we usually ...
Sherry Wu
Director, Product Marketing, MaintainX | Formerly Samsara, Comfy, Cisco
The tactics behind a product launch all boil down to three strategic questions:  1. Why does this matter for the business? 2. - 3. Why does this matter for your customers? 4. Why now? These are deceptively simple, but think about all of the answers that you need to have.  Having the answers to these two questions will determine This will determine the resources that you put into a launch, how you promote it, and who you promote it
Sunny Manivannan
Vice President & GM, Global SMB, BrazeJune 16
1. Google Sheets 2. Slack and Email My personal perspective (and I know this is not a popular opinion) - keep project management tools as far away as possible from your product launches. There are very few product launches that are so complex that a well-organized plan in Google Sheets can't do the trick. No one wants to learn how to use a project management tool to check a single checkbox in a 200-item project plan. The best way to keep people engaged is to use tools everyone is familiar with.
Daniel Kuperman
Head of Product Marketing, ITSM, Atlassian
If you had asked me this at the start of the pandemic I would have told you I have no idea what I'm doing. I had always worked in an office alongside my PMM co-workers and team. Going fully remote was a big shock. But now, having learned a lot and working for a company that is remote-first and having myself a distributed team (I have people in Seattle, San Francisco, Boston, Sidney...) I believe I can give you some tips and things to avoid. The biggest challenge, of course, is not being present in the same location as your team and as the other teams you interact with (product, sales, su...
Naman Khan
Chief Marketing Officer, ZeplinMarch 17
There are 3 that I couldn’t live without: Total Project Manager (TPM): This is the “quarterback” of the launch, they own the master launch plan, ensure dependencies are captured, establish alignment & drive accountability. When I was at Salesforce, we assigned a TPM for Dreamforce every year from within the PMM team and it was a key to a successful launch across the exec keynote, breakout sessions, analyst briefings, web & more. Workstream DACI: This is a comprehensive list of the various work streams that comprise a product launch, such as Core Messaging Development, Core Content Develop...
Mary (Shirley) Sheehan
Group Manager, Engagement & Retention Campaigns, Adobe
Ideally, it's a combination of the GM, product management and product marketing. The GM would set the overall business goals for the year or quarter including revenue. The PM often drives the product launch adoption and revenue goals for that product. PMM often builds the plan with the metrics to help back into those goals.  The important thing is that if you see a gap, make sure that someone is owning all of these goals, otherwise, it will be meaningless to have launch metrics.