All related (33)
Patrick Cuttica
Senior Product Marketing Manager at Square
This will vary from company to company depending on what industry you’re in, the make-up of your product portfolio, what your go-to-market and sales strategy looks like (are you strictly enterprise-focused or SMB-focused? Do you sell across all segments? etc.), the overall stage of the company, and probably many other factors. At Sprout, we started with a dedicated Go-to-Market team that was made up of essentially product marketing generalists who owned a large swath of responsibilities. This team was myself and one other person to start. It has grown to 5 focused on go-to-market (not incl...more
Tiffany Tooley
Head of Product Marketing at Hubspot | Formerly Salesforce, IBM, Silverpop, Blackboard
This is a fun question! I'd say you want to typically start with the Product first. If you have overlap, meaning one persona often purchases multiple products (especially if they're purchasing them at once), then you could certainly consider starting with the Persona approach first and building a solutions strategy over a product-oriented one. If however, your persona typically purchases one product at a time, I recommend you start with the Product approach and then support your teams with a better understanding of the factors that matter most to your primary personas, so those can help inf...more
Daniel Kuperman
Head of Product Marketing, ITSM at Atlassian
That's an especially important question for PMM leaders today. There are a few key components to pay attention to: - Compensation - Work - Growth First is to ensure your people are being paid fairly. This means always keeping an eye on the market rate for people on your team and whether they are below, above, or in the middle range for the base pay. At larger companies, your HR team will be able to provide that, but at smaller companies and startups, you'll have to do some research using third-party sites like Glassdoor, Salary.com, Payscale.com, and others. If you spot someone on you...more
Angus Maclaurin
Director of Product Marketing at Bill.com
PMMs are often tied to specific products more than lifecycle stages. In general we aim for a 3:1 PMM to PM ratio - meaning the PMM needs to have deep knowledge about each of those products, market needs, and personas. They should be the expert in a product from end to end. It’s not ideal if a PM has to go to one PMM for personas, and another for pricing. I’m a big believer in developing close relationships with PM and partnering closely with them on all parts of the customer lifecycle. That said, there can be exceptions based on talent or company needs. If you have a candidate that is incr...more
Jasmine Jaume
Director, PMM - Support & Platform at Intercom
I wrote about this in another answer, so I'll copy it below but also add this additional point - When thinking about team structure and new roles, we think about 3 things: 1. What does the business need? Are there areas we need to support better? New areas coming up we'll need to support? Where are we over capacity? 2. What does the individual want to be doing? What are their strengths?  3. Will this person have a clear career path? Is it clear what their next step will be? How will they be able to expand in this role? How do they fit into the wider team? How we structure ...more
Gregg Miller
VP of Product Marketing at Oyster®
There’s two main drivers I think about with respect to org structure. Important caveat on the below being I primarily have worked at smaller organizations where org structures across the company are often highly nimble. 1. How established the function is - When the PMM function is new, oftentimes you might be the only Product Marketer or have just one report. In that scenario I think it’s important to keep yourself and your report as generalists and prioritize the most important projects across the business as opposed to specializing by product/persona/etc. This enables yo...more
Katherine Kelly
Head of Product Marketing at Benchling | Formerly ExactTarget (Salesforce Marketing Cloud), Zendesk, Slack, Salesforce
Ooo this is a great question. And I have a great answer - it depends! In all seriousness - I've long been a believer that there's no perfect model for a PMM team, it really comes down to the needs of the business and maturity of the organization. As a general rule of thumb, I like to have an owner for every major intersection of buyer and product. So if you have two very different buyers of the same product, it might make sense to have a PMM owner for those personas. If you have two very different products to the same buyer, it may make sense to have a PMM owner for each product. If y...more
Adam Kerin
VP Product Marketing at Truework
Perhaps similar to HoneyBook, Truework has one core platform, but the fit within different industry verticals is completely different. Different features are the key selling points, there are different buying personas, and a different sales pitch all means we want different PMMs focused on these different segments. For example, today we have one PMM focused on the mortgage industry, and we’re hiring for another to lead all things in consumer lending (e.g. personal and auto loans). While each customer offers loans and uses our core platform, the capabilities within that platform have differ...more
Patrick Cuttica
Senior Product Marketing Manager at Square
This depends heavily on the make-up of your company and your product portfolio. Early on, I thought of our team as product marketing generalists. Each PMM covered a wide range of responsibilites tied to the commercialization of our product straetgy including: core product positioning, product launches and release management, various sales enablement efforts, assisting with in-app copywriting, executing internal product enablement (technical trainings, demo environment, etc.). Over time, we began to further specialize.  I think the key is understanding the core needs of your main stakehol...more
Andrew Stinger
Product & Company Marketing Lead at Coda
The foundations of a strong Product Marketer are going to look and feel a lot like the foundations of a strong overall marketer: Can you connect as many of your target users as possible to the value of your product? That can happen via exciting brand experiences, growth marketing nurture campaigns, well-placed social posts, and more. On most Product Marketing teams I’ve been a part of, there are two dimensions to the organizational matrix: (1.) PMMs aligned at the top level as a function, and then (2.) PMMs “dotted-lined” to a focus area, which can be product coverage, audience coverage,...more
Zachary Fox
Director of Product + Customer Marketing at Resultados Digitais
We followed a somewhat similar path as Patrick and I couldn't agree more about thinking through all those aspects of the company, strategy, customer and product portfolio. As my company serves primarily SMB customers we didn't have that as a variable and grew focused on our products, of which we have 2 and whose PMMs focus is basically as Patrick aligned his, with product feedback collection also a key part. We also had a strong need to support growth via our two main channels: inbound marketing and our partner channel so we added a person to support each. The now 2-person team focused o...more
Sara Rosso
Director of Product Marketing at HubSpot | Formerly Early hire @ Automattic (WordPress.com, WordPress VIP)
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 https://p2theme.com/ and the design enables easier front-end posting & inline commenting, so it's less o...more
Sarah Din
VP of Marketing at Builder.io
This is a question I get a LOT. Everyone wants to know whats the idea PMM team structure. The short answer is there isn't one. Firstly, the role of a PMM looks different in every company. Secondly, the role of a PMM is not static. The role should evolve based on business priorities. So while you may structure the team a particular way today, know that you might need to change that structure a year from now if your priorities shift, especially at a start-up where things change quickly. Here are a few things to keep in mind though: * Look at the ratio of PM to PMM as a starting point, es...more
Jasmine Jaume
Director, PMM - Support & Platform at Intercom
It depends a little on what the situation is with PMM in the company you join (i.e. size and maturity, what the team is currently doing, what your role is going to be, whether you're an IC or a manager), but here's some things to think about: 30 days - this first month is all about getting the lay of the land and meeting everyone you'll be working with, building relationships and establishing your credibility! You won't get all of this done in the first 30 days but it's good to get started on these areas.  I think it's really important to listen and understand in this early stage, rather ...more