All related (5)
Kevin Garcia
Head of Product Marketing, RetoolMay 2

This will depend heavily on the kind of product you are interviewing to market. The more technical the product, the more "technical" questions you might get.

Even so, you should be 100% prepared to:

  • Talk about what their product does (use cases)
  • Talk about who their product is for (audience)
  • Understand that context their product lives in (market + technical specs)

You should know these things regardless of whether they're being asked in an interview. These are all important to know before signing up as their new PMM.

At Retool, our product helps developers to build business software. My core audience is developer-focused, and use cases include a lot of complicated internal processes (e.g. helping banks manage loan applications). 

So when I'm hiring, I need PMMs who can:

  1. Understand how developers build software today
  2. Sell to developers

That does not mean you have to be an engineer. You do, however, need to prove that you can learn and teach really hard things.

You should use technical interviews to show that you have unlimited learning potential. When I was interviewing for my role at Segment, they worried that my background (ad-tech, B2B SaaS) might not be technical enough for a developer product.

But I shared the steps I took to learn about programmatic advertising and data privacy laws at AdRoll, and how I used that knowledge to help inform great product decisions and product launches. I made the case that I could learn hard things and earn my seat with a hard-to-impress audience, and it made all the difference.

Abdul Rastagar
GTM Leader | Marketing Author | Career Coach,
If I understand the question correctly, you want to know if the candidate is an independent self-starter or requires more in-depth guidance and direction. Is that correct? I would ask him/her what they consider to be a successful start to their new role and what their 30-60-90 day plan is to help them achieve that. An independent self-starter will probably have thought through some of that already.
Rekha Srivatsan
VP of Product Marketing, Salesforce
I don't care about the candidate's background when interviewing for my team. I've hired folks from engineering, solution engineering, sales, and customer success teams and they've become successful PMMs. That being said, most of them have this in common:  * Can-do and flexible attitude - Ready to take on any challenge. Open to solving it creatively and however long it takes to wrap it up.  * Connecting the dots - Instead of being siloed as just a PMM, thinking about the adjacent functions like campaigns / content / GTM teams and how to involve them. * Good copywriting skills - ...
Kevin Garcia
Head of Product Marketing, Retool
There are a lot of ways to measure sales enablement: lead-to-conversion rates, win-rates, sales rep NPS, etc. HubSpot does a great overview of popular options in this post.  In my experience, there is no one-size-fits all and getting to the "right" answer requires a deep understanding about how marketing and sales contribute to your business. In the end, it's all about alignment (with sales) and impact (for the business). If you're starting from scratch (e.g. new business unit, early-stage startup), I recommend working with your head of sales to define success. In the short-term, it m...
Jenna Crane
Senior Director of Product Marketing, Klaviyo | Formerly Drift, Dropbox, Upwork
As you can probably tell, I am a big fan of focusing on process, not just outcomes. I like to ask people to walk me through a project they led, and I ask them plenty of questions — things like 'why did you decide to position it that way?' or 'what was the most difficult part of the process, and how did you handle it?' Usually when you dig into the details it becomes apparent whether they led the work autonomously or just played a small part.  I'm also a big fan of hypotheticals. I give someone a scenario that is well within the scope of what they would be doing in the role, give them plen...