Product Launches

How do you lead your product management team?

In other words, if you went from one to ten - what would the structure look like? 1 Director/team lead, 2-3 Senior PMMs, and 4 PMMs? Would the team be divided by audience segment? By product? By strategy vs. tactics (i.e. larger GTM vs product launch)?

Product team releases something worthwhile (to a degree) every two weeks. A new feature is released in an MVP stage (not always in beta) and frequently iterated on. How does a small team manage the constant updates to existing products to ensure clients are informed (so the updates get used/don't take anyone by surprise) but aren't constantly being bombarded by marketing messages.

There is often a huge emphasis on analytical skills, instead of brand marketing skills, when it comes to product marketing job descriptions.

How do you collect information from users and disseminate between teams? What does an ideal timeline for a beta look like?

Any tips for this to happen recurrently and clearly for all stakeholders who need to know this information in advance?

What core elements must it encompass?

Curious if you group features together to create a cohesive theme, or if they are generally "launched" when they are released.

Also, how much impact do external factors have on launch timing (i.e. competitor launches, economic factors, and other forces out of your control)?

We're about a launch a new product that's creating a new category, but is largely solving some of the core issues with the "old way". Since it's potentially a "new way vs old way" narrative, how should I design marketing and sales to create demand and education for this product?

I'm looking for functional/tactical tips please.

Like what are the first things you would check/do?

Looking for strategy, tactics, stakeholder training, and examples

The product marketers job typically revolves around positioning a product. Sometimes, it can be difficult to align sales, marketing, and product teams around your positioning.

How do you roll reporting this up to the leadership team?

Sometimes when product kicks off work they have assumptions about how people think about certain features. Marketing, support, and even customers can come to the table with real stories that may invalidate the assumptions product had early on in the feature dev process.

Start-up has around 80 employees and in the FinTech industry focusing on the DACH market

There are common reasons like sub-optimal messaging or pricing, but what overlooked areas in the product launch process, if not addressed, can lead to failure, and how can product marketers de-risk those situations?