Growth Product Marketing

Growth product marketing managers (PMMs) and growth product managers (PMs) often work closely together to drive adoption and growth of the product. The primary duties of each role are different, but they are also complementary, and the handoff points between the two roles can vary depending on the specific product, market, and business context. * The primary duties of a growth PMM are to understand the needs, challenges, and preferences of the target market, and to develop growth marketing strategies and tactics that are tailored to founded insights. Growth PMM can run experi...

Traditional Product Marketing and Growth Product Marketing should be complementary functions. When done successfully, a Growth Product Marketing team will be more focused on rapid experimentation and growing user engagement metrics, and less focused on product development and product launches. And vice-versa for the traditional PMM team. Both teams will still engage in consumer insights, research, analytics, and planning activities equally.  That said, both teams will likely do all the activities listed above, but the mix of those activities will look different.  I'd propose something...

Growth can mean different things in different orgs. In some orgs, a growth person owns acquiring new users (with performance marketing or ads, and so forth). In other orgs, growth helps with proposing and testing different growth levers (e.g., an invite-a-friend option in-app, adding signup-for-free CTAs to collaboration opportunities such as an email a Calendly meeting invitee receives). Sometimes, growth owns the lifecycle marketing from signup to first-time user experience in app to emails and in-app messages weeks after the user signups. Growth product marketing generally helps with on...

Growth Product Marketing is an emerging role, especially impactful at companies that have a strong Growth Product arm. As a Growth PMM, you should be mapped to a Growth Product team and support the team in the same ways that a traditional PMM does. As a Growth PMM you’ll be working closely with the Growth Product team on experiments, tests, and research to improve user metrics. As a point of distinction, I wouldn’t expect a Growth PMM to be doing a ton of “big launches” for core products. To demonstrate expertise in Growth PMM, I would lean into your ability to analyze data to understand...

Growth product marketing is a specialized type of product marketing that focuses on driving the adoption and growth of the product by leveraging data, experimentation, and optimization to identify and test new growth opportunities.  Growth product marketing is different from traditional product marketing in that it is more data-driven, focused on experimentation and optimization, and focused on identifying and pursuing growth opportunities, rather than just launching and promoting the product. Answering the second question, there are several ways that PMM can demonstrate expertise in ...

Measuring sales success is unique to your organization but you can gauge general effectiveness by understanding the volume of opportunities, conversion rates, and productivity.  Volume of Opportunity Cross-selling, renewals, and upselling are more effective ways of generating revenue than acquiring a net new customer. According to InsightSquared, the average cost of acquisition for a company to renew a product is $0.13, the average upsell costs a company $0.28. Both are dramatically more cost-effective moves than acquiring a net new customer—at $1.18 to earn $1.00.  These cost-effectiv...

My top 3 metrics to measure sales enablement success are : 1. Reduction in ramp time for new AEs coming into the company - defined as 'how many days does an AE spend at my company before they close their first New Business deal?' 2. Quarterly rep participation rate - defined as 'what % of my ramped sales team closed a deal this quarter?' - this number should increase every quarter if your sales enablement program is effective. If your sales cycles are close to a year long, then perhaps you evaluate participation on a bi-annual basis (2x/year). If your sales cycles are much shorter (less ...

I’m going to answer this question the same way I answered, “How do you measure ROI of sales enablement?” because ultimately success should be ROI in some form. Here’s my response again:  Ultimately you want everything to tie back to revenue (usually in the form of new versus growth versus retention), but you can never fully hold PMM accountable for those top-line numbers since there are so many other forces at play. This is why you need a set of secondary metrics you can use to measure your efforts a little more directly. For starters, measure the attendance rate of your sales enablement ...

In my opinion the effectiveness of sales enablement should be measured by reducing the customer acquisition costs over time and reducing the time it takes to close a deal. Having these in-process KPIs that you can track month over month will help you demonstrate how your enablement activities are helping sellers meet their quotas. 

Sharing how I think about this as an industry marketer. My first step would be to huddle with my sales and product leaders and align common goals (where possible). If you are working within a larger organization, perhaps start by collaborating with your sales strategy, sales programs and sales enablement teams, then up the chain to sales/product leadership.  In addition to business outcomes (ARR, etc.) you'll want to leverage the collaboration with these teams to determine the enablement program strategy and design. What knowledge do we want each seller to have based on role? How do we w...

I think there's a similar question above on measuring KPIs. Please refer to it. But essentially I'll look at 2 parts  1. Whether sales has received the information * Attendance rates, Tests/Quizzes to capture main points, engagement rates during the training, feedback post the training and % of sales force trained 2. Whether sales has activated post the training which might take longer * Adoption of product/recommendation  * Revenue growth attributed to the product  * No. of clients pitch to * Higher win-rates

* At a high-level the goal is likely to make sellers more productive in some sense. Probably by making them more effective or more efficient. Let’s just call this “go-to-market readiness” as this is typically a key pillar of any sales enablement team. * GTM readiness is likely the success metric that is going to be most inspected/cared about. So you’ll want to be tracking things like time to close, deal velocity, deal size, churn (if trial to close), or any other metrics that are standardized and easily reportable via your CRM. Other GTM readiness metrics that would b...

Sales enablement success should ultimately drive sales success, including the size & number of deals closed won and win rates. Leading sales enablement indicators of sales success include adoption of content, sales feedback, and feedback from prospects/customers as part of win/loss analysis. In particular, if messaging is done effectively and rolled out properly to the sales team, then the win/loss analysis should show that the messaging ultimately resonated with the prospect upon deal close. Before that even happens, product marketers should be able to see that the field has either downloa...

Create a quiz or set up role playing for your sales team on their understanding of the product features, capabilities and messaging. When you set aside time to observe how your sales teams are understanding and consuming your sales enablement, you create a better relationship with the team, and know which reps may need more help in what areas. By watching how well the reps could talk through the key messages in a role play, or through their quiz answers, I know what was working and what wasn’t.

It really depends on the type of enablement that you’re doing and the problems you’re looking to solve. But at the end of the day, there are two key metrics I’m always looking at, which is the average contract value (in conjunction with number of deals won) and the win rates. In addition to looking at whether there’s a measurable increase/decrease, there are other factors I assess: * Consumption of enablement materials: What % of the field has been trained? And how are the materials being used in prospect conversations or follow-ups? * Gong calls: Not everyone has Gong (software that ...

It's a bit of a white whale in a lot of organizations, but ideally you want to measure not just consumption or certification rates, but the percentage of closed/won opportunties in which the account team directly applied a specific enablement program or content. If the assumption is that sales people who are sufficiently enabled on customer needs, the market and your solution win deals at a higher rate, faster and for larger dollar values, then any sales enablement measure would ideally track those outcomes. Often sales enablement measures are very "top of the funnel" in that they track the...

There are a lot of ways to measure sales enablement: lead-to-conversion rates, win-rates, sales rep NPS, etc. HubSpot does a great overview of popular options in this post.  In my experience, there is no one-size-fits all and getting to the "right" answer requires a deep understanding about how marketing and sales contribute to your business. In the end, it's all about alignment (with sales) and impact (for the business). If you're starting from scratch (e.g. new business unit, early-stage startup), I recommend working with your head of sales to define success. In the short-term, it m...

I've seen this done successfully a number of different ways. Here are a few common ones: 1. Usage - What is the % of your sales team that is using the content and collateral you are creating. If you use a competitive enablement tool like Klue, you'll be able to track usage and adoption of things like battlecards and digests. 2. Win Rate - This one is simple. What is your win rate against competitors prior to your enablement initiatives. How much does it increase post enablement initiatives? My recommendation is to start by trying to move the needle on one or two c...

As an industry marketer I am mostly concerned around the sales cycle, ASP, win rate, content performance, and rep productivity. Good enablement, marketing, and content, should shorten sales cycles and drive how things are leveraged ie case studies, whitepapers, solution briefs, and blogs.   Often times good enablement will measure these variables continuously on a rolling basis and will work closely with industry and product marketers in understanding training gaps.

My favorite way to measure sales enablement success is through a Sales Confidence Score. Start with a baseline survey to the sales team on their confidence across your products, personas, verticals, etc. Take pulse surveys after each enablement session and then make changes to your programming based on their confidence. 

A shorter answer here, but I think there's a pretty straightforward way to measure sales enablement overall. Ideally, this is driven by the sales enablement team, and you're fueling their succces: Key metrics to measure sales enablement: 1. Rep ramp - How long does it take new reps to onboard and reach full quota? What is the success rate in that period? 2. Annual quota attainment - What % of reps are at or above plan? Does it match the business needs? 3. Win rates - How effective is sales at qualifying, develping, and closing opportunities? Win rates is probaly the most...

I hope I understand your question correctly, but some of the most successful PMMs I've hired include some that came from more traditional, non-tech companies before. There are many transferable skills, like the ones you outlined above. That said, it can be difficult to find a Product Marketing leader open to hiring someone from a different background. My advice is to network aggressively so you can find a leader that will invest in your development.

I’m not sure what you mean by “category management”, but many of the experiences you list are key experiences that any PMM should have. Having said that, many hiring managers (including myself) look for PMMs with traditional product marketing experience. Many PMMs who’ve made the leap from non-traditional backgrounds do that within the company they’re already working in (and therefore have established credibility) or know someone personally at the company who can vouch for them.

I imagine any company would be open to hiring people for PMM roles with this range of experiences. There are multiple paths to product marketing and all of these functions cover part of the responsibility of the role. PMMs are, at least in my experience in enterprise software, a true hub role - with connections and visibility into seemingly every part of the business from strategy to product to customer success. Category Management, or Brand Management, at a CPG company might not always immediately translate to an enterprise PMM role, particularly if it's a senior role and requires experien...

I'm not certain if you mean category management in the retail/B2C space or the category management specific to sourcing and procurement. Either way, I don't think I'd rule someone out on this alone, but they are very different skillsets. While great PMMs come from all walks of life and all backgrounds (for me that's History major -> UX design -> Planning and Finance -> Vertical Marketing -> PMM), there are a few things that are always critical: - Structured thinking - Deep product and customer curiosity - Strong writing and communication skills If you're coming in from outside of P...

Always an interesting question. 1. What's the leadership structure of the marketing team? 2. Is there a director of product marketing 3. and what does the demand gen team expect from the PMM team? To me, those sorts of things dictate the relationship between the two. Also, if a company is more transactional with its products, then it tends to lean more demand gen focused strategies, vs a company with a challenge in educating (e.g., for a more technical product or a longer sales cycle company). Basically, it matters what a company/marketing team thinks it's getting right and needs mo...

In my experience, product marketing is the nucleus of the marketing team - driving and informing strategy for demand generation, sales enablement, and other channel owners (field, content, etc).   Good Product Marketers first need to know what is coming down the pipeline (on the product side) and be able to translate that into why it matters (for the sales team). That’s why great relationships with the product and sales teams in this role are critical. Once the strategy is set from that alignment between sales and product, then bringing along the demand gen team is where marketing can act...

Hi everyone! Great to be here with you today! Thanks for sending me so many thoughtful questions...digging in now! This is a tricky one as I've seen 3 different models in my recent career history: * Mid-sized tech company where product marketing and demand gen were separate groups, yet connected at the hip * Small start up where I ran all marketing functions and thus we were one :) * Morningstar, where my team has both product marketing and demand generation responsibilities, although we do share pipeline goals with others across marketing and of course sales. Regardless ...

Love your above answer.  Even campaign plans have to be defined together because demand gen team will need guidance on  - who to target  - type of customers - segments, size, revenue, etc  - what type of campaign - lead gen, awareness, account-based marketing campaign, nurturing existing customer contacts in the database etc  - Messaging and positioning briefs so demand gen can creative derivative pieces of content (infographics, banners, social media teasers etc).  On the campaign front as well - PMMs can and should have a view on campaign strategy because a lot core content they...

As a PMM I’ve always had a close relationship with demand gen, from startups to public companies. Here’s what we do together and what we each own separately: Together we discuss themes and ideas but demand gen owns the tactics and PMM owns the strategy. We both own the results. Demand Gen: focuses on launching and driving campaigns, optimizing them to drive pipeline, working with SDRs and AE’s, managing large budgets for paid media, seo, organic. They own the tactics.   Product Marketing: we are the experts in our product, personas, competitors, solutions and verticals so we own messagi...

Great question! Demand Gen team tend to be bigger than PMM teams, and also have access to a lot more budget :) Modern PMM teams should consider pipeline (and ultimately revenue) to be their primary success metric. If PMM teams are led based on this approach, it drives perfect alignment with our DG partners since DGF is typically on the hook to generate sufficient pipeline for Sales every quarter. In my experience, the best way to work w/ DG is to consider them to be true partners. PMMs are experts on the “who” (i.e. target personas) and “why” (messaging for these personas) while DG is the ...

At Bill.com, we work extremely close to our growth marketing teams. They are a critical partner as we launch and scale-up our growth. Both groups have their strengths. For the PMM, we have the deep knowledge about the customer needs to clearly articulate the value prop that will resonate most with this segment. For the growth marketers, they have the expertise on how to reach this segment and what is the best way to do so. It is a 50/50 partnership with co-owned KPIs and regardless of who "owns" the campaign, it requires tight partnership to be successful. I'd suggest developing a plan toge...

At smaller companies, DG/Growth and Product Marketing are typically the same team (or person!), and the two functions should try to work just as closely together as companies grow. The hub of this collaboration is campaign ideation and design. As the teams formulate their GTM hypotheses ("campaigns"), both functions contribute their knowledge and information. Who brings what information is typically where the delineation happens: * In a past life as a Demand Marketer, we were experts on in-channel performance and pipeline metrics. We also added qualitative insight from our execution...

First, I try real hard to let go of my ego and temporarily forget about the past (e.g., how I worked with demand gen in another company). Every company’s marketing department is structured differently, and it’s important to quickly adapt. Then, I try to be human and have a conversation with each demand gen person, asking how can we help them achieve their goals. Sign up for some activities to help them with some shared KPIs. Once you get some shared wins, other departments tend to start trusting you more. Then, they might allow you to weigh in on their strategy too. 

Addressed a similar question related to Campaign teams earlier. Please refer to that response.  In short, Product marketing is the vital work of developing a customer lifecycle journey, pricing, sales support materials, analyst relations, and press. Demand generation consumes the outputs from product marketing and injects them into marketing machinery that delivers content to prospects at scale consistently.

This is such a great example about how you can’t necessarily take a standard playbook and apply it to every company. The dynamics of team size, resourcing, stage of company, all factor in to how you approach defining the role of your team. To answer your question, it starts with finding ways to align your quarterly (or ideally bi-annual & annual) goals and getting clear on the unique value each team brings to the table. The last thing you want is to have competing time and resources, so you want both teams to be really proactive about sharing goals, priorities, and roadmaps in order to e...

A solid DACI will create the R+R boundaries you need for your organization. No matter what R+R you align on, a close relationship beween demand gen and PMM is essential for growth.  I recommend aligning around common goals. For example: are you both responsible for driving revenue? Traditionally as a PMM, you should be guiding the demand gen campaigns with the positioning & messaging and allowing Demand Gen to run the channel strategy,

It's hard. Real hard.  Many PMMs make the mistake of starting with messaging. This is a no-no. Messaging comes last and just puts words behind what was already decided. You have to nail this in sequential order.  1. First comes strategy 2. Then comes positioning 3. And finally comes messaging Your CEO owns the strategy. Period. If they don't know where you are going, the positioning will be unclear or may work for a little while until the market or your product evolves. I recall a meeting in a prior company where I aligned with the positioning of our chatbot/customer service...

It's key to align around a high-level story that powers success—in sales, marketing, fundraising, product development and recruiting—by getting everyone on the same page about strategy and differentiation. Alignment is difficult. If you can start with your CEO, that is key. Ultimately, your CEO is yuor ultimate storyteller and if she is bought in, then its easier to get the rest of the executive team aligned. The story is the strategy and that should be your starting point. What’s driving your story in the market? New features and functionality … or a bigger promise to your customers?...

I see three parts to driving alignment, both with execs and among all other stakeholders: 1. First, bring them along for the journey. Messaging cannot be done in a silo, and it’s difficult to properly adopt if not everybody feels bought in. Interview your execs and stakeholders to learn their perspective, where they feel the company or product is differentiated, what customer pain it solves, what benefits it delivers. The answers will vary and will be meaningful inputs as you craft and test your messaging. 2. Second, set regular check-ins and milestones with execs a...

To drive alignment, make something that execs can respond to. Recently, I created an example “future state” pitch deck to articulate a future narrative for Glassdoor. It wasn’t perfect, but it helped drive discussion and alignment on overall company positioning and direction. But in general, make something for folks to respond to. I think it is so important for product marketing teams to establish credibility and expectations that PMM owns specific artifacts that ultimately help the company make smarter decisions. We have a toolkit of go-to templates that we try to work from for whatever b...

I feel fortunate that I’ve led positioning/messaging workshops since I graduated college because I worked for an agency that mandated them for every project we worked on for tech clients.  Getting an exec team to agree on a document outlining positioning and messaging isn't the hard part in my opinion. The difficult part is to get the messaging to stick once you put it out in the world: on a homepage, in a blog post, an ad, a slide deck for sales, etc. When positioning and messaging is put to use, execs start to realize what they signed up for. “Wait, we’re going after that job title in ...

At the end of the day, Product Marketing owns messaging, and there should be general alignment around that. I think that's a really important place to start because literally everyone has an opinion or point of view on messaging, but someone ultimately gets to 'own' it. If in your organization, that's PMM, there should be and understanding across the organization that it's the responsibility of PMM/Marketing to come up with product positioning and messaging. If you're an exec / leader in Marketing, you should be building relationships with other execs to create alignment around that; if you...

This is an iterative process, and always better to over-communicate than under-communicate, so we can get everyone's feedback and input and people feel they have been heard and their input taken into consideration. Even if you do not end up going in a certain way, be able to explain why not and why that input was still helpful.

I start with personas. I develop a thesis about core personas based on sales and customer success feedback, and then conduct user interviews to validate or invalidate those ideas. That's probably the most important bit–my job isn't to just synthesize learnings from within our business, it's to continually test and validate those learnings externally. I then circulate research + personas with key executive leaders (CEO, Head of Product, Head of Sales), until we agree on the shape of each. Then I create a messaging house for the business, and each product line, according to the primary person...

Start with data. Ground your messaging in first and third party data that illuminates what is important to your target customers, key pain points, aspirations, how they like to be messaged to, language they use, etc. Show your work -- don’t just include the suggested messaging in the doc; add an appendix or reference section that demonstrates a thoughtful approach that is grounded in the data. Next, see if you can get some quick feedback from target customers on your messaging to further validate the approach before showing it to your exec team. This can be a great use of a CAB (customer ...

Ha! this skill is probably the hardest. When it comes to messaging, everyone will have an opinion. Before you drive alignment on the messaging, align on the problem and solution. That is 50% - 60% of the battle. The rest is just wordsmithing. Depending on the level of messaging, I would incorporate them into the messaging development process. 

We typically prepare and validate a strong Messaging and Positioning Framework (MPF) document first. Our template typically includes things like the market context, objectives of our messaging (i.e. what we hope to drive/influence), quick single-sentence description of the product etc. Once we have this document, we circulate it among the exec team (typically months in advance of a launch to give everyone enough time to reflect and comment). We also typically have multiple live discussions on the topic (depending on the complexity of the product/launch) and use the MPF document to drive ali...

Here's my process, I * Conduct customer and prospect research (exec team will be more likely to be bought in with data - especially from your key personas and customers)  * Consolidate findings and prepare a messaging brief using the framework we landed on.   * Present those findings to and get feedback from key stakeholders - including marketing leadership, sales, and product team - and (most importantly) customers  * Incorporate feedback into the final messaging brief  * Present messaging to leadership along with the data and the 'why' behind the messaging. Present ro...

Every executive team is different, so I would encourage you to think through the culture (and sometimes - quirks!) of the members of that team as you craft your own approach. That said, I've found a couple things particularly effective in my experience.  * Bring along key lieutenants for the ride - once you get to the exec team, a number of important leaders should have been part of the ideation and review process. Individual sales leaders, product owners, customer success leads should all be stops on your journey to craft the right message. That way - one of the first slides ...

First, start with data-driven positioning. Who are you in the marketplace? Where are you heading or trying to become? How do you think your competitors are moving in the space? If you skip this step, you'll lack differentiation in your messaging, and you'll get a lot of resistance from executives who think in visionary terms. To build the most effective messaging, you need to start with a deep understanding of how your customers think about your company and why they are buying it in the first place. Draw on insights gleaned from customer blueprints, interviews, surveys, focus groups, looka...

This is so important, and not focused on enough so I'm glad you asked! A few thoughts around this: * Get your CEO and CMO involved early. Ideally you can get early drafts to them, and also get them bought into the importance of the process and value of this effort which will make every aspect of this a lot smoother. * Have a consistent review process. Depending on your size and stage of company, it's unlikely that your executive team needs to see or review every piece of messaging. If you're working on a minor "enhancement" to your product and some lightweight messaging, t...

This requires having a strong relationship built on trust with your executive team and, depending on the size of your company, the CEO. Get the executive team involved early and often, and be willing to disagree and commit. Come prepared to conversations with data, market insights, competitive intelligence, and anything else that will help them understand how critical the work you are doing is. Help them buy into "why this messaging" and "why now" by anticipating their questions, bringing a lens of customer-focus, and a broad understanding of the crossfunctional strategic impact. 

Apply agile sprint thinking to launches. You can do this by creating themes just like agile has a sprint (my team is moving to quarterly message themes). These themes encapsulate at a high level the features that the product team is working on.   This approach has a couple of benefits. First, your product folks should appreciate agile, which will make them more likely to buy in and maybe meet a few more of those deadlines. Second, you get to execute a launch with some flexibility. Communicating the aggregate of features mitigates your risk in the event that some things don't make it out i...

I would bake in as much buffer time as you can in your marketing timelines. If they have a track record of not shipping on time, I'd start assuming that. If your product partners get upset about that, explain the marketing dependencies that you can't deliver results when timelines are always in flux.  This is super frustrating and I feel your pain. Perhaps you can also find other leaders who sympathize and don't want resources to go to waste to help you make your case and begin to shift the culture and expectations around timelines.

Your product team is not unique! I've never heard of a product team that sticks to deadlines exactly. The best lesson I've learned on how to mitigate this in enterprise software is that you can launch a product many times.  There are different ways to do this: pre-announce at your conference with a preview/waiting list, beta launch, general availability launch, internal re-launch with your sales team with new training and collateral, momentum launch with PR on usage and metrics...it goes on. If you're in a communication lapse because it's been awhile since a new product was launched, ...

This can be a huge challenge, and I certainly feel for you. Overall, I think it comes down to open and transparent communication between Product and Product Marketing, and the organization at large. Overall, I think there are a few things you can do to get ahead of this: 1. Transparent Roadmap - This will depend on the culture of your organization and how transparent you can be, but ideally the more the better. If you can keep a roadmap that everyone has access to and contains key timelines it will naturally help with the communication across the company.  2. Separate laun...

It's very common -- particularly in modern software companies -- for product teams to move timelines based on engineering constraints, customer feedback in the beta-testing process, and more. All product marketers wrestle with this situation. So, realize you're not alone! I recommend explaining what's in it for the product-engineering-design team. Do they want much-anticipated recognition for and usage of the product they've toiled for so many months on? Then, let's set a date. Do they want a lot of help -- not just mention in a monthly newsletter, but also a dedicated email campaign, medi...

Same! In my case, I was also dealing with phased launches--bits of the solution released every few weeks. And I understand why–when you're working with a developer audience there's less appetite for a big splashy release, and more interest in a phased roll-out of a given feature or product just to get hands on it ASAP and iterate as quickly as possible. That was tough to get used to. I would start by finding out a little more about what's causing those delays in product. If it's intentional, to phase releases in order to get beta feedback, I would consider setting up a power user group. Sa...

The misalignment comes from what product GA means versus what marketing GA means and confidence level. And this alignment should come from the top—Head of Product and you, with the support of the entire GTM team and executive. Establish two definitions for GA, and align on confidence levels for each stage of product development. These two things should be agreed upon by the Head of Product to every leader in the org. She has to be accountable to you on this framework. 

This is pretty common. In my previous life as a PM and now as a PMM, I don’t try to manage the product team and the schedule. I try to get ahead of these challenges by announcing new capabilities while they’re in development and positioning it as “coming soon”, then continuing the drumbeat all the way from the beta release to general availability. This allows us plenty of flexibility when it comes to timelines shifting. It seems to be a common pattern across our industry too. You’ll see companies announce new features and products at their user conferences, but the products are not ready t...

Working from a place of positive intent, some R&D teams may not realize that launch activities are as much work at building a new product/feature. They don't see all the planing and activities that go into it.  Whether or not you have program managment function: build a clear project plan for gtm activities, circulate it and create rituals to ensure it's on track. If you break down any GTM delivery into talks, it'll naturally create trip wires.  ex/ team needs final UX to build help docs and marketing assets. If that's not delieverd by an agreed upon date, it sends red flags early on risk...

While I don't want to discount the personal thrash this puts on you, I’d suggest you quantify the impact in a manner that is around the health of the business. Showcase that there is an opportunity cost to the inability to stick to timelines. Example: When you have a regular cadence in communication, do you see list sizes growing and can you maintain a standard conversion rate? Compared to when you have lapses in communication are you seeing adoption suffer?  How you’ve described this seems to me like your product team isn't aware of the unintended consequences that are happening by miss...

You could probably write a book on this. To keep it simple, start with the function's core purpose or functional anchor. Depending on the rest of the company structure, it will probably be something close to "define how XYZ Company talks about our product(s) to our market to facilitate growth". This examle is Messaging & Positioning heavy.  From there you should design the function to execute flawlessly against that core purpose. I over-index on process orientation & thinking (blame my engineering background), so I design for inputs and outputs. Generally, this is where functional partners...

Make sure it makes sense first! Do you have a Growth Product team to pair up with? Is Growth well resourced at your company? Is there already a Product Marketing team? A growth marketing team?  I obviously have lots of questions in order to be helpful here, but I think reading through the other answers here on this AMA might also point you in the right direction. If you answered yes to the questions above, then I would start by making it crystal clear what the Growth PMM team will do, establishing swim lanes, and get lots of feedback from cross-functional stakeholders.  If you want to...

If there’s a Growth Product & Engineering team that has enough work to support a growth product marketer, then I’d say it makes sense. Their work and scope should be closely mapped to the roadmap of the Growth Product team. Typically will be focused on experiments to improve core user metrics through product adoption, rather than big GTMs / product launches. 

Totally! I’ve helped multiple growth marketers make this jump before. You’ve already got the marketing channel performance chops, so I would lean into that. If you’ve built out a strong understanding of what messaging works for your audience, that can also be highly applicable to product marketing. In terms of areas for self-development, I've found that those moving from growth to product typically need to shore up their customer research & insights skills, as well as crafting positioning and messaging.