Savita Kini
Director of Product Management, Speech and Video AI at Cisco

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. 

Rayleen Hsu
Head of Consumer Product Marketing at Nextdoor
I think the same best practices hold true no matter what kind of proposal you're putting out there that you need to secure buy-in for - come to the table with a clear, structured ask and always bring data to the table to support your ask. Specifically: * Clearly outline your objectives. Clearly...more
April Rassa
Vice President of Product Marketing at HackerOne
Once you have a plan, you can assess the data and determine the financial impact, linking it to a strategic company goal.  The key is to attach to company business objectives and make a business case for why the specific project/or initiatives will drive results and how success will be measured....more
Mike Polner
VP Marketing at Cameo | Formerly Uber, Fivestars, Electronic Arts
Budget is earned, not given.  Align to a top-level business goal or objective that's critical, start small with an experiment, measure it, and prove your value. Make it a no-brainer where if the initiative isn't funded somebody will be coming to the team saying - look at how much impact we're ...more
Elizabeth Brigham
Director, The Jay Hurt Hub for Innovation and Entrepreneurship at Davidson College
Hmmm...I actually haven't had the experience of PMM not having budget to spend, so not sure I can really speak directly to this. I have worked at a start up where we basically have no budget at all, but that's another story on scrapiness. In general though, any time I've had to write a busines...more