This is an interesting question. I have been a PMM and I have been in channel enablement leader in APAC. Maybe let me offer my perspective of being on the field. My stakeholders were regional sales leadership, not PMMs. But I need PMMs & PMs to support enablment. I am in the middle - responsible to orchestrate demand with supply. The challenge was first of all getting the data from the field (that was a whole another story!!), once I had data, how to address the business and who I needed was step #2. PMMs would have helped me the most if they also spent more time listening to the field sales and channel folks, versus simply dumping content on my team. One of the challenges which any global company will have in todays world is knowing, internalizing that geos are different, consumption models are different or at least how to go-to-market will be different. I know on the recieving end as PMM - I would have really hit my capacity if I were to do this all on my own, sitting in "Silicon valley". Thats what I call the SV bubble. The model some companies are adopting is having a global distributed PMM teams. In one role - I was a global PMM reporting to SJC but being in the Geo, I stepped in to support local events, local customer briefings and such. I learnt a lot from wearing both hats and being able to bring that feedback to the SJC team. Unfortunately, some of them didn't care, but then they didn't last long as the company became more and more tuned into build products as well locally ... thats what will be the future.