Product Marketing 30/60/90 Day Plan

Know your ARR/Pipegen numbers and analytics tools: Get comfortable with building reports and dashboards. Know how to run reports and play around with that data. You will start uncovering interesting t

That's an interesting question. I see the PMM role as the GTM strategy which includes a success launch. And I see PMMs as the owner of product messaging. Not sure I can help here. Now if you're looki

Does not matter if you are a junior PMM or a seasoned PMM leader - owning/coordinating launches and copywriting will always be part of your job in one way or another so embrace those, be the best at i

Having consulted for PMM teams, and built/run one from scratch, it's safe to say the areas of responsibility for any PMM is on an ever-evolving continuum. However, I see a difference between a junior

Being a launch project manager is part of the job – PMMs own product launches, the creation, strategy and management of it. Being a strong copywriter for releases is also part of the job. We write a

Build relationships with your stakeholders in Product Management, Sales and other Marketing teams (Content, Digital, DG, Integrated, etc.). Ask them to invite you to meetings and listen intently to id

My advice is to work on building relationship with the Product org. Proactively find ways you can bring them value - whether it be through market or competitive insights, product teardowns, industry k

Product Marketers should always be thinking of ways to contribute directly to revenue. In my mind, if it doesn't move the needle, its not meant to be worked on. Prioritization needs to be ruthlessly p

If you are a junior product marketing manager who is the first product marketing hire, you may be facing some unique challenges and opportunities. To succeed in this role, here are some pieces of advi

The first 2 PMM's are going to wear many hats and serve many masters. There's unfortunately no way around that given the breadth of the function. The biggest tension is striking the balance between su

The first PMM must provide a ton of value for the company. Generally speaking, it's value measured by impact on revenue. They also need to get along with other stakeholders (sales, product, CS, market

To scale any team you want to do it thoughtfully, and have a clear plan in place before you go on a hiring binge.  Have the right foundation in place before you bring on more PMMs. For instance, have

Hire contractors to fill in gaps as they pop up and if they are rockstars and you find yourself with open head count, convert them to full time. Know what your weaknesses are and hire PMMs who balance

One effective way to scale a PMM team is to understand what the business needs and align PMMs to support those needs or goals. But, what a business needs can range from gaps in employee skill sets to

I believe that adding more people to your team needs to follow the needs of the business. This means making sure you can break down the goals or OKRs that you, as a PMM leader, is responsible for and

Make sure every early hire you go for has a clear "mission" - what are you going to get from that person. What problem are you going to target them at. Once you start to get past hiring to solve speci

This depends a lot on the companies business goals. In the beginning you'll be on the hook to support the GTM with assets so focus on content creation. It's pointless trying to be too strategic in the

It's tough to answer broadly as different business will have different needs but if I were to pick one area that PMM can uniquely add value its: A compelling understanding of the customer. There are s

Understand the needs each leader has as they will be different from your CEO to your CFO, CRO, CMO (personas), etc...and mental map what value you can bring through your playbooks, framework and conte

In order to add value, you need to first consider the priorities of the business and the leadership team. You could be doing some pretty great work, but if it doesn't advance the business's priorities

Stakeholder management is an important skill of all PMMs. If you're actively driving an important program or initiative, there are a few tactics you can try out. 1. Organize, structure, and lead regul

Having been through several of these at a few different companies, the advice I would offer is that for joint-sessions focus on the biggest impact announcements (e.g., new product demos, fireside cha

Yes, at VMware this is called Sales Kickoff. It usually consists of sales, technical pre-sales, professsional services and customer success gathering for a few days to discuss the company's strategic

FKO, SKO, RKO, AKO to ZKO, put whatever letter in front – they are all company kickoffs. Sales teams are now being called Revenue teams –- I've also seen marketing departments rolling up into a large

We recently held a GKO (GTM Kick Off) with Sales/CS; Marketing attended the ones that were most relevant for them. Here’s a rough schedule: Day 1: CRO kick off, Marketing 2022 Roadmap, Customer story

30 days: Balance being an absolute sponge and learning by doing. Be a sponge by reading every doc you can get your hands on (enablement materials, case studies, team quarterly/annual plans, research s

I'll "yes and" Gregg's answer and say that this will really vary by company size and complexity. I was at a startup where my 30-day goals included creating buyer personas and enabling the sales team

Now this is a fun challenge. Assuming you did your homework during the interview process, you should have a good idea of what you're getting into. That doesn't mean you won't find some skeletons lurki

One of the best pieces of advice I got before joining Hopin, was to take the necessary time I needed to be a "sponge" and let things soak in, before going straight into "solve-mode". Of course, that's

Product Marketing’s superpower is being the “Voice of the Product to Customers and the Voice of Customers to Product.” When establishing PMM as a new function, the best place to start is listening. Fi

30 days: Prioritize understanding your customers, your product, and your company:  Shadow customer calls (or listen to recordings if they exist). Get to know your cross-functional partners - schedule

PMM wears so many hats it's important to recognize what is needed at any stage of a company. When first coming into an organization as the first PMM I think the most important thing to do is establish

Oy! First, good luck! I have done the "first" before. I don't think you have the luxury of 30/60/90. I think it's more like 30 days to identify the problem and tackle easy wins. Sixty days build out a

Please see my phases of success for a PMM in your first 100 days here . A KEY THING to know at the onset is, does everyone know what a PMM does and what value they bring? Ask all leaders and cross fu

The first 90 days are crucial to any job, but especially for new product marketing leaders. This is the time to establish your credibility, build relationships, and layout team roles that will set you

Definitely product management, to understand the blurry demarcation company to company between those 2 positions such as customer exposure, pricing/competitive analysis and salesforce training. Sales

Research and get smart on your positioning, message, personas, competitors, customer journey, ICP (ideal customer profile), market sizing with TAM (total addressable market), SAM (serviceable availabl

I like to start with the purpose of creating a 30/60/90 plan. I view the plan as a set goals to help me strategize my first three months in a new job. I use it to help maximize my work output and stay