I came from a background in brand and so my natural instincts served me most
well on the outbound side of product marketing. I had my fair share of imposter
syndrom in the early days when I looked at
Consumer Product Marketing
9 answers
Senior Director, Head of Product Marketing at DoorDash • March 31
Head of Global Inbound Marketing at Asana • October 15
I spent a lot of time in my early career worrying about getting to the next
promotion and how I was progressing versus my peers. Looking back now, this was
all wasted energy. I wish I had been more fo
Senior Director, Product Marketing at Instacart • June 2
One thing I wish I learned earlier is the most powerful product marketing you
can do is always centered on a shared human truth. When I look back on my very
early PMM GTM work, I focused primarily on
Chief Marketing Officer at Blend • July 7
There is one key learning: Actively plan & manage your development. Here is what
is involved: Know the menu: Since Product Marketing is such a broad discipline,
its important to understand the va
Vice President of Marketing at Albertsons Companies • March 24
When you're starting out your career as a PMM, it is very important to remember
that your value promise is to customers and not internal stakeholders. I don't
mean to say that internal alignment and b
Vice President Product Marketing at Salesforce • August 11
Don't box yourself, ever! Don't always stick to how things are always done.
And ask questions more. And observe and take notes. And don't pretend to know
it all! Here's the thing: When you are
Head of Product Marketing at LottieFiles | Formerly WeLoveNoCode (made $3.6M ARR), Abstract, Flawless App (sold) • August 16
As someone with a tech background and self-education in marketing, I learn
everything in practice. I wish I knew more about the importance of user research
and CI at the beginning of my PMM journey:
Director of Product Marketing at Backbase • March 1
You are not here to market products. That's the main thing I wish I knew. Would
have saved me countless hours and tears. The number one mistake PMMs make is to
start from the product. They organize we
4 answers
Head of Marketing at Discord | Formerly Uber, Fivestars, Electronic Arts • December 12
This is a great question. I would zoom out and think more holistically about how
to approach career advice and what I tell people looking to get into Product
Marketing overall. I usually approach si
Global Head of Product Marketing, Spotify for Artists at Spotify | Formerly Uber • December 20
I can relate to this one, I actually started off my career in PMM at a B2B
company. This experience was invaluable and where I learned the core
competencies of PMM – the importance of product positio
8 answers
PMO at TikTok • August 13
If product marketing is embedded within product, what that usually tells me is
that marketing is a secondary function to product. If you're operating within a
product-led organization, the cadence of
Chief Growth Officer at Verifiable • March 26
Our PMM team currently rolls up under the Marketing practice, which rolls up
into the Customer Org (Customer Success/Support, People Science, Marketing).
This means Sales reports up through another or
Product Marketing at Cohere | Formerly Adobe, Box, Google • April 2
The PMM team at HackerOne reports in Marketing. PM's purpose in the universe is
to build the right product by translating customer needs into products they
can't live without. PMMs role is to transla
Product Manager at Square • January 12
You would assume that being in the product organization would allow a PMM more
influence. However, I’ve actually found the opposite to be the case. For a
brief period of time at Zendesk, Product Mar
VP, Product and Growth Marketing at 1Password | Formerly Dropbox, SurveyMonkey, LinkedIn • February 11
There are pros and cons to any PMM reporting structure, with no perfect
solution. My experience has mostly been with a PMM team that reports into a
marketing leader and doesn’t report into product. In
Head of Consumer Product Marketing at Nextdoor • March 3
From my experience, it's less about product marketing's placement in the org
chart and more about product marketing's relationship with product and cross
functional teams. I've been in orgs where PMM
Vice President Product Marketing at AppFolio • April 6
I have led product marketing teams that reported into marketing and others that
reported into product. I've been reorganized from one to the other twice. I
don't find it makes all that much of a diffe
4 answers
Head of Product Marketing at Nextdoor • January 13
Be a Product Marketer: Understand the marketplace, trends, and competitors. Use
the product: Use the product, sign up for emails, check out their SEO and social
presence, and interview current users
Global Head of Product Marketing, Spotify for Artists at Spotify | Formerly Uber • December 20
PMMs are storytellers so just as you would approach a marketing narrative, tell
your personal story in a crisp and compelling way. Prior to the interview,
reflect on a few projects you want to highlig
8 answers
PMO at TikTok • August 13
Where to start? Every company has different policies for promotion criteria, but
ultimately it needs to take into account 2 things: merit and business need.
Business need has to come first. It means t
Senior Director of Product Marketing at Zenput • March 23
OKRs (Objectives and Key Results) have become a popular way for companies to
clearly define goals and measure progress against them, at the employee, team,
and company level. https://en.wikipedia.org/
Chief Growth Officer at Verifiable • March 26
If you're on this forum as a PMM, you know that one of the biggest challenges
for the PMM org is "What the hell do we measure!?" - an age-old conundrum that
PMMs always struggle with. This is especial
Senior Director, Head of Product Marketing at DoorDash • March 31
This varies by company and role, but I generally think about the path to
promotion on the two key vectors: ownership level and degree of autonomy.
Strong performance against OKRs or KPIs is a core u
Vice President of Marketing at Albertsons Companies • March 24
The best way for a product marketer to get promoted is by demonstrating the
impact of their work. To do this, I incentivize all my PMMs to befriend data and
tie their deliverables to key business and
Senior Director Product Marketing at Crossbeam | Formerly 6sense, JazzHR, Imagine Learning, Appsembler • September 7
PMMs often are measured by output, since most of what we provide are tied to
other metrics. I would focus on delivering tangible assets on a regular cadence
(case studies, one-pagers, pitch decks, etc
4 answers
Head of Product Marketing at Nextdoor • January 13
It’s difficult to define growth by titles since titles vary greatly by company
and company maturity. Also, more and more companies are shying away from title
heavy culture. When you consider growth an
Head of Consumer Product Marketing at Nextdoor • March 2
Moving up the ladder from an IC or manager role into a director role is
typically dependent on a few factors, some of which individual PMMs are very
much in control of, some of which they are not unfo
Director of Product Marketing & Development at hims & hers • June 14
This varies across every organization, but if you’re looking to move up from
your current role, I’d recommend bringing it up with your direct manager in your
1:1 even if you think the leveling up is a
3 answers
VP of Marketing at Titan | Formerly Lyft, Hims & Hers, American Express • October 4
There’s so much B2C product marketing -- just look around you! Think about the
laptop or phone you’re reading this on right now. The bluetooth headphones you
used to listen to music recently. The sho
2 answers
9 answers
Product Lead at Square • November 16
Great question. I always tell my team that as product marketers we are the
bridge between product development and the broader marketing & sales teams. We
focus relationship building and collaborat
Product Marketing Lead at Square | Formerly Sprout Social • October 15
This is a great question. A fair amount has been written about where Product
Marketing should exist within the broader company structure—just Google "where
should Product Marketing report" and you'll
Product Lead, Ecosystem Discovery at Square | Formerly Mparticle • December 9
Within a large marketing team I have always positioned the Product Marketing
team as the experts who are the go-to people for any product question and I make
sure we indeed are. One of my personal rea
Head of Marketing at Discord | Formerly Uber, Fivestars, Electronic Arts • December 12
Love this question and something I had to do a ton when I first got to Eats and
everybody was like - hold on, what is Product Marketing? I talk a lot about
internal marketing and say you have to Pro
Vice President Product Marketing at AlertMedia | Formerly TrustRadius, Levelset, Walmart • April 15
Product marketing's biggest challenge (no matter anywhere I go) is defining the
scope and sticking to it. Anything under the sun that is not Demand Gen or SEO
tends to be seen as a job for product mar
Sr. Director and Head of Product Marketing at Gem • May 6
I’ve found that most companies want the most capable people doing the most
important work. If you prove your value as a PMM by making the team and company
successful, bigger and better projects will n
Director, Product Marketing at Intercom • October 25
Being clear about what PMM's role and mission is, and ensuring other marketing
leaders understand what your team does and doesn't do. Have open discussions
about where there might be overlap between
Director of Product Marketing at Backbase • March 1
Define (with your team) a short, memorable mission statement. Create a short
slide deck that introduce your team, its mission, what you stand for, and some
of the work you're the most proud of Show t
10 answers
Head of Marketing at Discord | Formerly Uber, Fivestars, Electronic Arts • December 12
Great question! I think about this one a lot...First off, it’s important to
callout that there is no perfect org structure :) In general, you have to
identify what you’re optimizing towards and what
Product Marketing Lead at Atlassian • January 16
This all comes down to how is the rest of the business organized. If you're
organizing in a way that's incongrous to everyone else in the org, you will not
be setup for success. With smaller nimble te
Director, Product Marketing at Intercom • November 10
In general, PMM roles at Intercom are more of the 'full stack' variety - i.e we
cover the whole journey from feeding into the roadmap to launch, including
competitive research, buyer/persona/market re
Head of Product Marketing, Platform & Commerce at Atlassian • December 22
The structure of the PMM team is usually a function of the size of the company
and it’s GTM model. The “typical” SaaS PMM team has a set of Core PMMs that are
focused on product, and usually a sister
Product Marketing at Fiddler AI • March 16
The PMM team structure depends on the size of the company, how technical the
product is, and the GTM model. Company Size: As the company grows and scales,
PMM tends to fall under the Marketing org an
VP of Product Marketing at Oyster® • September 29
Our team is structured by audience type and discipline. We have one part of the
team focused on our end users and prospects, another part of the team is focused
on our partners, and a third on market
Product Marketing Lead at Google | Formerly DocuSign • January 24
At DocuSign, there are product marketers across our main product categories, as
well as industry and audience teams. Every company I've ever worked at has
grouped their teams differently, so I tend to
Vice President Product Marketing at Salesforce • August 11
I've done it in so many different ways! Few quick pointers: The most important
thing is to ensure every team member has a good swim lane and growth path. Take
your revenue goal and slice that evenl
Sendbird is an in-app conversations platform, where we help improve customer
retention and conversion through chat, voice, video, and livestream APIs. Our
team is structured as follows: GTM excellenc
Former CMO at Dejero | Formerly ON Semiconductor • February 23
It depends on multiple factors, as others have pointed out, including company
size, number of markets served, number of products/solutions, GTM model, and
alignment with the rest of the organization (