30 days - Learn the market and competitive landscape. Visit as many customers
and non-customers as possible. Read every Win/Loss report you can get your hands
on. Talk to as many sales reps as possibl
Product Marketing 30/60/90 Day Plan
I'm starting a new job next week! Would love to hear your top tips in general as well as at the director level.
19 answers
Founder at BrainKraft • June 8
VP of Marketing at Spekit • August 23
One thing I'd add that's very tactical to the great stuff that David has already
laid out: Find your allies. Talk to everyone within the org that you can and
assemble a shortlist of people who have
Director, Product Marketing at UserTesting • February 25
Whenever you are starting a new role, it's critical to understand what's
important to your manager and what the objectives are for your new organization
so you can align yourself well to them. Every c
Vice President Product Marketing at AlertMedia | Formerly TrustRadius, Levelset, Walmart • April 15
Copied over from a similar question: There are a lot of things you could do -
and it's easy to get distracted as a product marketer. First 30 days - Listen,
listen, listen. Ask a TON of questions. Ho
Sr. Director | Head Of Product & Partner Marketing at Samsara • May 13
First 100 days in a job quite important. The First 100 days are your opportunity
to ask questions, make some bold moves, build trusted relationships, and set the
tone. I would focus on the following t
Vice President, Product Marketing at Seismic • May 18
I don't know about you, but I think there's so often a tendency to jump right in
and start delivering. I encourage everyone that starts working on my team to
spend their first 30 days learning! If you
Head Of Product Marketing at Canva • May 20
The first 90 days is such an exciting and sometimes overwhelming time in a
person's career. The best way to set up for success in 90 days is as follows:
Day 1 - 30: Learn, learn, learnThe first task
Vice President Product Marketing at New Relic | Formerly Twilio, Cisco, Intuit • May 27
Here is what has worked for me in the past. This pace below is relevant for
smaller teams/orgs. You can pace this out for larger teams/orgs as needed. 30
DAYS Goal: Establish credibility and define
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
Time for some radical transparency. I'm in the midst of this right now.
Tomorrow is my 30-day milestone at Cisco Meraki. It's been an awesome first four
weeks, and I'm really looking forward to what
Chief Marketing Officer at Blend • July 7
There is a ramp plan that I like & have used many times, both for myself and
members of the team. Like most things that are awesome, it takes the form of a
very simple looking table. 3 Columns:
Head of Product at Prove • September 7
Congrats on the new role! Very excited for you. I agree that it is good to have
a 30-60-90 day plan and to make sure you can show progress and positive impact
early yo make a good impression. That sai
Director, Product Marketing at Intercom • October 26
It depends a little on what the situation is with PMM in the company you join
(i.e. size and maturity, what the team is currently doing, what your role is
going to be, whether you're an IC or a manage
Senior Director of Product Marketing at Klue • January 5
I don't split it out into 30-60-90 day increments, but within that period, these
are the things I'd suggest doing: Get to know your product - get demo certified,
the same as your AEs Start building k
Product Marketing, Senior Director at Replicant | Formerly MobileCoin, Zuora, Hired, Oracle, Responsys • January 11
I break up my 30-60-90 day plan into 4 phases of success for Product Marketing –
it also includes focus for after your first 90 days, all outlined below. You
may not get to everything in each phase,
Sr. Director, Product Management at Druva • February 7
Here is what mine looked like roughly when I started about 9 months ago: 30
days: Product onboarding and learning Meet key people in PM, Sales, Marketing
Get introduced to tools used in the org Under
Head of Industry, Segment, and Solutions Marketing at Motive | Formerly Procore • June 23
First 30 days - Meet with key staholders across the company - ensure excitement
for the mission and what you're about to take on. Ask key questions about their
responsibilities, what they are workin
Director of Product Marketing & Customer Marketing at Mode Analytics • January 19
This is a great question, and one I thought deeply about prior to starting at
Mode. Thankfully, I had a nice long break between Intercom and Mode which I
leveraged for lots of down time 😉 but also as
Head of Product Marketing at Calendly • March 23
Years ago, a VP of product management made a joke while asking me about the
status of my 30-60-90 Day Plan: "Let me guess, it's 30 days of studying, 30 days
of planning, and 30 days of finally shippin
4 answers
Director of Product Marketing at jane.app • March 4
- Retros on strategic projects, especially those with cross-functional teams so
you can identify previous learnings and opps for improvement, and quickly get up
to speed on legacy experiences - Centr
Product Marketing, Senior Director at Replicant | Formerly MobileCoin, Zuora, Hired, Oracle, Responsys • January 11
Positioning Messaging Personas / Competitors Always focus on the top 2 first, as
this will impact how everyone talks and writes about your company – which
ultimately brings in users and wallet share
Global Head of Product Marketing at Eventbrite | Formerly Amazon, Ex-Amex • February 10
As I mentioned in the question regarding your first 90 days, the first 30 days
are all about establishing a baseline and assessing the current product
marketing status. The first 3 things that I look
4 answers
First item to to get to know the team and for the team to get to know you. I
start with a picture perfect introduction and this opens the doors into your
life outside of the job title. My teams and m
Director of Product Marketing & Customer Marketing at Mode Analytics • January 19
My first, and likely only, item would be 'Let's get to know each other.' Of all
the skills I've acquired over the years as a PMM, I think the most valuable have
been the human / people side of busines
"How do things work around here?" Every company is different and I'm really
interested in how does the team work together, what does planning look like, how
do people communicate/collaborate with ea
14 answers
Chief Marketing Officer at Instacart • December 8
As you establish a relationship with your Product Manager, it is important to
align on expectations. You should understand their needs and pain points and
share with them your vision for how PMM can a
Founder at BrainKraft • April 11
In a word - results. Your product managers should have a goal defined for the
product you're supporting. It may not be the most realistic goal, but there
should be a goal you can anchor to. Take that
Product Marketing Director at Eightfold • October 25
I say: "You don't have to deal with the sales people anymore. Just send them to
me." Tears in their eyes... [There is a 300 character minimum, but my answer was
already complete so I'll fill this out
Product marketer at WIZZCAD • September 13
Product Marketing Manager is kind of the role project management for marketing &
internal communications. the PM & PMM are the two core role of
product-market/customer bi-directionel communi
Head Of Marketing at Immutable • November 12
Analytics, Attribution and Awareness (of the consumer) AnalyticsProduct Managers
are constantly looking at key metrics and data to inform roadmap and resource
allocation decisions. To speak the quant
Senior User Acquisition Manager at Hopper | Formerly Skillz, Telus Health, • February 3
One of the best ways Product Marketers can provide value is through market and
consumer insights. Often times Product Management teams are laser-focused on
understanding existing customers and develop
Sr. Director and Head of Product Marketing at Gem • May 6
It’s a good question, but also a loaded one! Product management needs to prove
their value to the company too, right?The dynamic you’re describing is common
though, unfortunately. I’ve lived it many t
Product Marketing, Senior Director at Replicant | Formerly MobileCoin, Zuora, Hired, Oracle, Responsys • January 11
Remind them that in your title 'product' is first, you are a Product Marketer.
You see yourself as part of their org and are an active participant in all their
meetings. You are team members who alw
Chief Analytics Officer at MarketingStat - Survey insights. Your value • November 1
Prove that the Product Strategy delivers what it promises. Some multinational
companies build the Product Strategy on three elements: - Product technical
performance, what the product does at work. W
Product Marketing Lead at Google | Formerly DocuSign • December 6
I'd reframe the question a bit from proving value to adding value. Proving value
is a little defensive, vs adding value puts the onus on PMM to show up every day
with a task to be done. I think about
Director of Product Marketing & Customer Marketing at Mode Analytics • January 18
This is a great question - especially because I think this relationship between
product and marketing (product marketing) is one that often takes time. Trust
needs to be built and that often comes fro
Please give one real world example
2 answers
Product Marketing, Senior Director at Replicant | Formerly MobileCoin, Zuora, Hired, Oracle, Responsys • January 11
You can switch from right brain to left brain activities and fire both at the
same time. You have to be analytical and strategic, you like art and science,
numbers and words. You have to be able to g
Director of Product Marketing & Customer Marketing at Mode Analytics • January 18
The skills I look for in a PMM are: - Messaging / Positioning: Ability to
create compelling messaging that articulates how the products value propositions
solve customer pain points. Examples of how
5 answers
VP, Marketing at Inscribe • December 15
Start building the foundational materials - product positioning, the pitch deck,
messaging guides, launch processes, etc. and get alignment on these early! It's
critical to get these pieces done first
Vice President Product Marketing at AlertMedia | Formerly TrustRadius, Levelset, Walmart • April 15
There are a lot of things you could do - and it's easy to get distracted as a
product marketer. First 30 days - Listen, listen, listen. Ask a TON of
questions. Hold back from providing ideas unless
Product Marketing, Senior Director at Replicant | Formerly MobileCoin, Zuora, Hired, Oracle, Responsys • January 11
Look at my phases of success for a PMM in your first 100 days, it has the
building blocks on what to focus on so you can be prepared to help scale with
your company. This can be tailored and used at
SVP of Marketing at Truework • January 18
I’ll caveat this answer largely depends on your company’s goals, existing team
structure, and culture. One should never parachute into a new company with a
rigid 30/60/90 plan or assume the recipe for
Director of Product Marketing & Customer Marketing at Mode Analytics • January 19
My perspective here is whether you are starting at a larger organization with
hundreds of employees or a startup with 40 employees - the first 30 days look
roughly the same. This is your window to bui
2 answers
Product Marketing, Senior Director at Replicant | Formerly MobileCoin, Zuora, Hired, Oracle, Responsys • January 11
I interview them to get to know them first, why they joined the company, what
they are excited about, what they oversee, what they need help in (their pain
points) and I start mapping their needs and
Director of Product Marketing & Customer Marketing at Mode Analytics • January 19
I think the common questions you'd want to ask both of these teams are 1. Tell
me about your role and your teams - how do you operate today? (Build context of
how these teams work in this organizatio
4 answers
VP, Product at Barracuda Networks • November 15
Don't bother. If you work for an executive team that doesn't see the value of
PMM, you need to get a new job. You've got way too much work to do to waste your
time trying to demonstrate something that
Mike makes a good point - in that it can be hard to help people see the value
that PMM brings to the table. When I'm looking to take on a job in a new
company, it's one of the first things I try to s
Product Marketing, Senior Director at Replicant | Formerly MobileCoin, Zuora, Hired, Oracle, Responsys • January 11
Map and tie yourself to the company level OKRs, mirror the ones in marketing and
product or create and define your own KR’s if they don’t exist. Every Marketing
Dept has 2 focuses: Customer: # of sig
Director of Product Marketing & Customer Marketing at Mode Analytics • January 19
This question shows up a lot for product marketers, in many different ways.
Unlike other parts of the busienss that have numbers attached to their roles
(quotas, MQLs, etc) often times PMMs share succ
2 answers
Product Marketing, Senior Director at Replicant | Formerly MobileCoin, Zuora, Hired, Oracle, Responsys • January 11
Start with my 30/60/90 day plan. I embark on this process and begin looking for
where I can dive in for my quick wins. You never know what scenario you are
walking into or which project has suddenly
Director of Product Marketing & Customer Marketing at Mode Analytics • January 19
This is a hard question to answer because it is pretty dependent on your
company's industry, business model, gtm strategy, etc. However, I'll give some
examples I've come across in my experience. 1.
15 answers
VP of Product Marketing at Oyster® • October 8
At Zapier I approached this by starting with a mission statement to describe why
our team exists and the work we aim to uniquely do for the company: “PMM exists
to maximize Zapier’s market opportuniti
Head of Product Marketing, Cloud at Coinbase | Formerly Lyft, Atlassian • May 25
First, I listen. It's important to understand in depth why these
needs/deliverables are being asked of Product Marketing. What is the underlying
problem? How can Product Marketing solve this? Then,
Director, Product and Solutions Marketing at Hopin • June 1
As mentioned before, product marketing is one of the most cross-functional roles
of any in most companies. And as such, you’ll be getting requests for projects
and deliverables from every angle. The f
Senior Director, Product Marketing at Instacart • June 2
Only a few weeks into my current role, I’m living this one in real-time! For
myself, I’ve created the following approach: Listen → Set Expectations → Execute
→ Close the Loop. For prioritizing needs/d
Director of Product Marketing at Sourcegraph • June 8
I generally use a modified version of the Eisenhower Matrix (I just learned the
name). On the spectrum of "not urgent to urgent" and "not important to
important," you should prioritize the deliverable
Director of Product Marketing at Mastercard • June 15
I'm going to talk about my experience at really early stage companies, at this
point, everyone is doing everything, so the priority is to create some strcuture
to help every get aligned on the same go
Head Of Marketing at Tailscale | Formerly Atlassian (Trello), HubSpot, Lyft • June 16
As stated above, 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 t
Director, Product Marketing at Intercom • October 26
I don't have a set framework as such, but this is the approach I'd take: Meet
with stakeholders across the business to understand what's working, where the
gaps are that PMM might be able to fill, an
Senior Director of Product Marketing at Klue • January 5
I'm still trying to master this one, but here's what I'm doing at Klue (I'm in
my first month at the company). Create your PMM Charter With the input of your
boss and other leaders in the company, yo
Product Marketing, Senior Director at Replicant | Formerly MobileCoin, Zuora, Hired, Oracle, Responsys • January 11
I start with my phases of success for a PMM in my first 100 days here. Through
this process I create my priorities and ensure I have executive alignment on
them. I always get feedback from my leaders
VP, Product Marketing at LendingClub • July 26
Chances are you will inherit a number of projects in queue Day 1. Do your best
to deliver on those projects to drive results out of the gate. This will
instantly help you build credibility with collea
Global Head of Product Marketing, Spotify for Artists at Spotify | Formerly Uber • December 20
As a first PMM hire it's important to prioritize needs and deliverables based on
the overall goals and objectives of the company. Do “discovery” similar to how
you would approach a product launch – g
Director of Product Marketing & Customer Marketing at Mode Analytics • January 19
As a first (and oftentimes only) product marketer at a company, prioritization
is the mother of all skills. The framework I would apply is a natural extension
of the 30/60/90 day plan outlined above.