There are a lot of different ways to prioritize releases - and we're currently
updating how we do it right now. If anyone else has any tips, let us know!! For
the most part, we consider two things: b
Release Marketing
4 answers
Director, Product Marketing at Figma • June 29
Head of Product & Growth Marketing at Qualia • March 31
Like many marketing organizations, we utilized a tiering structure to determine
the priority of product releases as well as level of effort. In general, I’m
always looking to link our impact directly
Head of Solutions Marketing at Iterable • January 11
We use a tiering system from 1-4, 1 being highest priority and 4 being the
lowers. Criteria we look at to decide the tier of a release includes questions
such as: Is this a major differentiation or
Product Marketing Lead - Spend Management at Brex | Formerly Klaviyo, Square, Intuit, PepsiCo, Heineken, Mondelez • March 23
Four core criteria that PMMs can use to prioritize releases: Positioning: Does
this new product or feature help me to redefine my category or position in the
market meaningfully? Competitiveness: Do
Any tips for setting expectations and not losing team’s trust while ensuring we have a timeline to work towards?
5 answers
Vice President, Product Marketing at TripActions • March 16
I've never worked anywhere where releases don't get delayed - delays happen. The
best you can do is to stay in as close communication with your key stakeholders
as possible - informing them of updates
Director, Product Marketing at Figma • June 29
I think it's safe to say that all product releases come with some sort of delay
or scope change, it's to be expected. But, it can oftentimes impact the morale
of the team if there are repetitive delay
Head of Product Marketing, Core Product at Gusto • April 28
My advice is to separate the ship and launch functions. In my experience when
they are paired together, there is so much unproductive internal thrash when eng
encounters delays and all the downstream
Head of Product Marketing at Retool • October 6
EVERY company I've ever worked for, the engineering releases were mostly... not
on time. And before you think that's a dig, let's levelset. Product development
is hard. You are bringing an idea to li
VP, Marketing at Observable | Formerly Figma, Abstract • January 12
Engineering timelines change for a variety of reasons. It's just the nature of
the work. To help manage the expectations and emotions of others working on the
marketing timeline, I take this approach:
11 answers
Chief Marketing Officer at Blend • March 17
I’m a big believer in customer research as a part of the overall launch plan.
It’s tempting to make decisions based on “I think” or “I like” but in most
cases, the PMM is not the target audience so it
VP of Product & Customer Marketing at Checkr • June 2
For clarity, I’ll draw a distinction here between product research and product
launch research.1) Product research happens before resources are committed to
build the proposed product. Product researc
VP of Marketing at Titan | Formerly Lyft, Hims & Hers, American Express • August 18
To answer this question, first ask yourself a number of questions: Business
importance: Is this a smaller feature, or is it a big bet and large revenue
driver? Risk: Even if it's not a large revenue
Vice President, Product Marketing at TripActions • March 16
Customer research is so critical to the success of a launch and the extent of it
will depend on the size and scope of the launch. At a minimum, you'll want to do
customer interviews to understand:- Th
Head of Marketing at Discord | Formerly Uber, Fivestars, Electronic Arts • June 10
Love this question. I take a 1 is greater than 0, even if it's less than 100
strategy here. Talking to any customers is better than talking to no customers.
Obviously if you have sufficient time you'l
Head of Product Marketing at Retool • June 24
I like to break this down into: product research, messaging research, GTM
research. Product research is research you do to inform the product the team
builds. This almost always manifests in alpha an
Director, Head of Product Marketing at Webflow • July 13
There are a number of ways to approach customer research pre-launch. At Webflow,
we spend a lot of time with our community members to better understand their
needs and wants as it relates to our produ
Director of Product Marketing at Adobe • March 29
Great question and glad to see people taking a customer-led approach to product
launches. There are a few strategies I recommend here and they fall into 4
areas. Review the foundational research and
Head Of Product Marketing at Square • September 14
It is always a good idea to factor in some time for research pre-launch to make
sure your messaging is resonating with your target customer. In the past, I've
done this both via quant surveys (Pros: m
I interviewed earlier this year and did well except for this assignment. I'm hoping to better prepare for similar situations. Here's the quest:
As mentioned, the next part of this process is to complete a brief assignment. The purpose of this assignment is just to see your methodology get some insight into your approach to tasks.
For this assignment, I'd like for you to create a high-level go-to-market plan and strategy for our flagship product our event marketing platform. Our company traditionally has targeted enterprise b2b companies.
I'd like you to come up with high-level messaging, define who the target audience is, and then detail your strategy for informing the market about our event platform and getting more leads. Please identify which channels you would use, and what you would need for this go-to-market launch. Please keep your response under 2 pages
7 answers
Head of Product Marketing, Cisco Meraki at Cisco Meraki | Formerly Tellme Networks, Microsoft, Box, Vera, Scout RFP, and Sisu Data, to name a few. • July 6
Pulling this one up. It's outside the realm of KPIs and measurement, but I think
it's really critical. And I have a few strong opinions here. If I can summarize
this back, as part of your interview
Head of Industry/Audience Marketing; Director of Product Marketing at Procore Technologies • July 13
I don't think I can help you on the full assignment within the scope of an AMA;
especially since the sub-question reads like the company probably is going to be
using this question for other candidate
Vice President Product Marketing at Salesforce • July 26
Sorry, that didn't work out! Here's how I would approach this assignment: Study
Certain's website to understand their current product messaging and positioning.
And make sure your draft is different
Head of Product Marketing at Calendly • August 10
I’d have to see your assignment response to make recommendations! And I probably
shouldn’t print my recommendations here publicly, as this company probably wants
to keep the assignment confidential. F
Vice President, Product Marketing at Momentive (SurveyMonkey) • March 9
First off, I'll say that I'm never a fan of making someone create
messaging/positioning and defining a GTM plan about the interviewing company's
product because you're never going to get to the level
Head of Product Marketing at HiredScore • July 28
I often find these assignments are about your approach to problem solving,
positioning, and alignment rather than the work you actually produce. This is
how I evaluate candidates. To me, it's all abou
5 answers
Vice President, Product Marketing at Seismic • May 18
Love this question! It's funny - the first one that comes to mind was not
actually a traditionally successful launch; it was the one where I learned the
most, got to spend a ton of time with customers
Director, Product Marketing at Figma • June 29
This is a tough one! We've worked on so many awesome launches at Zendesk - and
as the team who's responsible for our quarterly launch programs, we've had no
shortage of fun launches to work on. If I
Senior Director, Portfolio & Engagement Product Marketing at Airtable • December 9
Every single launch, even the ones that made me crazy, taught me something
valuable. As I’ve gotten more senior, I’ve done less of the launch coordination
but I still get deeply involved in our produc
Head of Product Marketing, VR Work Experiences, Oculus at Meta • February 3
I don't have a favorite, but Horizon Workrooms has been pretty cool. I was on
the launch team (shout-out to Yuxi Wang who was the PMM on the project), and I
left a fantastic job on Gaming to work on t
Head of Product & Growth Marketing at Qualia • March 31
I don’t know if it’s my ‘favorite’ launch but one launch that someone on my team
recently did was around some exciting automations within our product. What makes
a launch exciting for me isn’t the ty
1 answer
Director of Product Marketing at Adobe • March 29
Success…you know it when you see it. Well, we all may see it a different way.
So, for me, it’s all about establishing what success looks like with
stakeholders and leadership (early and often), ensuri
4 answers
Director of Product Management - Pricing & Packaging, CXP at Twilio | Formerly Narvar, Medallia, Helpshift, Feedzai, Reputation.com • May 20
Customer stories and case studies. Proof! The public facing spike in the intial
phase (hype creation), needs to move on to proof (value creation). We saw this
at Helpshift where the Chatbot produc
Director of Product Marketing at Quizlet | Formerly Udemy • January 14
There was a similar question below, so I encourage you to check that out, but
otherwise here’s a list of other thoughts that come to mind: For initial launch
campaigns I always try to consider what
Director of Product Marketing at Adobe • March 30
“No, don’t do it! Don’t create a massive spike in traffic and run-up in sales
that blows through your numbers.” said no one, ever. But really, I get it,
you’re not looking for empty calories, you're b
1 answer
Director of Product Marketing at Adobe • March 30
Developing your team and how x-functional teams work together may seem “less
pressing”, but while these things do not typically have urgent deadlines, they
are extremely important. Here are a few stra
Too often product marketing is seen as a collateral producing engine. But with substantial new launches, we are sometimes the only ones integrating needs, insights, and potential operational bottlenecks across all stakeholders, internal or external. I’m curious both of how you think of org readiness and how you incorporate this dimension into your launch motion.
5 answers
Vice President, Product Marketing at Seismic • May 18
One thing that has been wonderful at Seismic is we have someone on the product
marketing team that is in a program management role and who is responsible for
driving and faciliating organizational rea
Founder at BrainKraft • May 25
I start with the objectives of the launch and work from there. I look for
advantages that can be leveraged and obstacles that need to be removed. I assign
functional areas (e.g. Sales, Finance, Legal)
Director, Product Marketing at Figma • June 29
This is an awesome question. The way we've gotten ahead of it when I was at
Zendesk - which has worked well - is by creating an "Operations Council" who is
responsible for reviewing the operational
Director of Product Marketing at Adobe • March 30
Organization readiness can be measured at different altitudes…e.g. Super high
level and broad: does the business have the right strategy to win? vs. tactical:
are we set up for a successful product la
9 answers
Head of Product Marketing, Platform & Commerce at Atlassian • December 22
Not all launches are created equal, so it’s important to have a t-shirt sizing
exercise upfront to determine how large a launch is (and hence what level of
effort/mix of activities should be dedicated
Director of Product Marketing at Quizlet | Formerly Udemy • January 14
This is a good question. It depends how much buffer time you have leading to
launch and whether you’re in a comfortable place to execute on each phase and
collect feedback at each step. For me, I ofte
Product Marketing SME, AWS at Amazon • February 9
As often as possible. Launches are exciting for all departments - so questions
and input can definitely start increasing the closer you get to GA, launch date.
To help with this, create opportunities
Director of Product Marketing & Customer Marketing at Mode Analytics • February 24
This is a great question. Managing stakeholders is such a huge part of the
product marketing role - and it can quickly become unweidly if not managed
properly. I think the cadence is really personal t
Director, Product Marketing at Figma • June 29
Hey - Thanks for the question! Short answer - Early. and. often. Get
stakeholders in a room early on and set the cadence with them. When I was at
Zendesk, we used a RACI model when it comes to own
Director of Product Marketing at Ironclad • July 1
There is no one-size-fits-all here; this depends on the size of your company
(the smaller it is, the easier it will be to keep everyone on the same page) and
scope of the launch (the smaller it is, th
Because a launch has so many different moving parts across very distinct
disciplines, it is always handy to be agile as pivots may occur. The best
cadence for gathering stakeholder feedback is through
Director of Product Marketing at Twilio • March 15
We tend to take a pretty standardized approach for leading launches with my
team. First we do a kickoff meeting with key stakeholders/deliverable owners
across sales and marketing where we cover the t