Influencing the C-Suite
How is the PMM team structured there by product line, segment, function or by objective (ie. revenue retention, product engagement, etc)?
How do you ensure alignment when you have two senior executive stakeholders who disagree with each other on the proposed strategy and you are stuck in the middle?
Our founders have created our product messaging based on their ideas. How do we get them to give product marketing more control over messaging?
Product Marketers often get pulled in several directions and everything feels urgent. How do we work with our CMO and Exec team to help narrow down what we focus on?
How to add value to a product team that isn't used to working with a PMM? In what ways to you see (or recommend) product marketers build trust with their XFN partners?
I just joined a new company, and their pitch decks are AWFUL and the sales teams are losing deals because of poor pitches. I'm working with a few key stakeholders to create better pitch decks, but several CSuite team members are apprehensive about trying something new because we'll be filing for IPO soon. They'd rather be consistently bad, then differently good. Any advice for how to get the Csuite team to see that trying a new pitch deck is worth it?
Tech Storybuilder, Wrongless Consulting Ex: New Relic, Juniper Networks, IDC • July 26