Building a Product Marketing Team

The ‘product marketing skills’ question has been answered really well by a lot of others on Sharebird already so I will focus my answer specifically to the interview itself:  I always look for candidates who have a strategic mindset and who can articulate what success in their current role looks like. I interviewed one candidate once who really impressed me with her ability to paint ‘before and after’ pictures. It’s less common than you would expect and she completely differentiated herself because of it.

I love this question because in my experience I have hired PMMs from a variety of backgrounds, including people that have had no direct PMM experience, but they all had the right aptitude for the role. Depends on the level of seniority you are looking for OR the kind of product you have, you might have specific technical skills you require. In my opinion, technical skills can often be learned on the job, but there are a few more “softer skills” that cannot. Here is what I always look for: * The ability to think strategically. Be able to see the bigger picture, and the long-term vision....

My answer spans the top hard + soft skills: * Hard: Well-rounded across words and numbers. You often hear that PMMs have to be strong storytellers (framing, positioning, mesaging, writing), but the highest-performing and highest-potential PMMs I've worked with are also very analytical and comfortable with some number crunching. In the B2B space, in particular, backing up any story with inspiring message, facts, and data will do wonders.  * Soft: Empathy and stakeholder management. Someone who can put others first and put him/herself in another's shoes. You often hear th...

I think the best product marketing candidates — and product marketers — have one thing in common: empathy. Empathy helps you understand where others are coming from, and that is the foundation of great messaging & positioning as well as great collaboration.  If you can put yourselves in your customers' and prospects' shoes — what they care about, their needs and pain points, what success looks like to them, their emotional state at different phases of the customer journey, etc. — you are halfway to creating great messaging.  And if you can put yourselves in the shoes of your cross-functio...

I've done a lot of interviews and hiring over the years and I'm constantly impressed by how smart and driven Product Marketers are! It's one of the things that makes interviewing so much fun - you get an opportunity to talk to and learn from the best of the best. That said, I think there are a few things that really stand out for me, and they are: * Curiosity - Most candidates are well-educated and skilled, so it's the folks with humility and a curiosity to learn that really shine during the interview process and on my team * Customer-First - Candidates with deep empathy for the cu...

From my hiring experience there are typically there are a few key characteristics and examples I look out for * Has to be a great storyteller - go beyond writing copy, and able to craft narratives * Ability to take complex topics and translate them into value * Customer-centric  * Cross-functional / team players  * Organized, ability to prioirtize and pull together disperate workstreams 

I have some data here. For years, I used "candidate fit tests" (offered by Pittari.io). It's like Myers-Briggs but focused on workplace style & drivers. For successful PMMs, I noticed a pattern. When it comes to workplace style, PMMs scored highly for "commanding" and "outgoing", favoring an "easygoing" style more than "exactlng". In other words, they like to enage with people and push conversations forward, but they're still flexible in groups. Then, across 7 possible drivers, PMMs scored highest on creativity and altruism. This makes a lot of sense for positioning work, and "atruism" echo...

I don't care about the candidate's background when interviewing for my team. I've hired folks from engineering, solution engineering, sales, and customer success teams and they've become successful PMMs. That being said, most of them have this in common:  * Can-do and flexible attitude - Ready to take on any challenge. Open to solving it creatively and however long it takes to wrap it up.  * Connecting the dots - Instead of being siloed as just a PMM, thinking about the adjacent functions like campaigns / content / GTM teams and how to involve them. * Good copywriting skills - ...

In my mind, the best performing product marketers exhibit three must-have skills: 1. Research 2. Storytelling 3. Project management To expand on each: 1. The instinct and ability to research, talk to customers, and analyze data to find new insights 2. The ability to combine insights + product features into stories that resonate with your audience 3. The drive and cross-functional skills to work across any internal scenario to drive external results In my experience, folks with (1) and (2) but not (3) tend to be really thoughtful and analytical, but have a harder time c...

I’m always wary of painting with too broad a brushstroke when it comes to hiring. Your job as a hiring manager is to spend time understand the super powers of the people you meet as part of your interview process, and to evaluate if those super powers have a place at your company. With that in mind and the current context of our work at Coda, I can share some commonalities in some of our recent all-star hires: 1. Curiosity with the intrinsic motivation to go find answers (vs. letting questions persist indefinitely or waiting for an answer to be handed on a silver platter) 2. A...

I think the best product marketing candidates have three things in common * They are strong on the core requirements for the role. In most cases, it involves a degree of comfort with developing or activating messaging/positioning/value propositions for products/solutions/audiences/segments. They can simplify complex ideas, convey it in different media types and can explain the process behind it confidently * They are natural collaboators and very very strong at working with others. Could be product, sales, CS, other folks in marketing. Best PMM candidates, even th...

The best product marketing candidates have: * Excellent communication skills that come to "fitting" them to the role I'm hiring. * Proven experience in product marketing with measurable results. The best candidates have hands-on experience with user research, competitors research, ICPs, GTM: strategy + execution, narrative design, sales enablement, and content. * Strong analytical and problem-solving skills with use cases from their past experiences. * Desire to invest time into preparation. They have done their homework on the company, our products, persona nd market...

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 things - ex: we are weak in a certain market segment or we tend to have higher win rate for certain industries or deal cycles are longer for certain regions - Each of these insights can lead you to move from being tactical to being strategic. Learn, experiment and gain new skills: So, am I suggesting you to do project management product launches? Yes. It is ok to do that if that is the business...

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 looking to move beyond those tasks and elevate your role then that's different question with a different answer.

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 it, and use the experience to hone your craft. But you also don’t want to be pigeonholed into JUST being a project manager or copywriter - that’s when you need to make sure that you are working on a variety of projects in your role, and there are multiple ways to make that happen. * Have an open discussion with your manager and make sure that you have at least 1 big strategic initiative to ...

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 PMM vs a first PMM hire... in that the first PMM hire should NOT be junior. That's not a knock on the junior role. In fact, I'm urging early stage Founders/CEOs/VP Marketing to have some semblance of a career path for PMM if your natural inclination is to maximize value from a high performing yet low cost junior PMM unicorn. It's possible, but unless that individual is truly exceptional the ...

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 lot of content or partner with writers and clean up their content so we can use these for our product launches. If you don’t like writing, then being a PMM may not be for you, it’s a core skill set and PMM leaders pass on candidates that tell us they don't like to write. Both these skills are needed in a full stack PMM. If you are asking how to be more strategic and be seen as more strategic,...

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 identify areas where they need help, and volunteer to help with with those areas - e.g. market trends analysis, customer segmentation, competitive analysis, content creation, sales enablement collateral, etc. In short, take the initiative to rise above your title and rank and prove to your stakeholders that you have what it takes to deliver meaningful impact on the business.

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 knowledge, customer insights, etc. Find out what information they wish they had more of, and figure out how you can bring that to them.  This partnership is so important for PMMs - and will help break down the metaphorical wall that stands between product and marketing, that products are tossed over to be shipped. This relationship should be bi-lateral. 

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 put into check. Product Marketers should always key in on: * Driving pipeline and top-line revenue growth, inclusive of new logo and cross-sell / up-sell (land & expand growth) * Partner with Enablement to ensure quota-carrying teams know what to say to whom and when * Develop strategic sales plays

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 advice to keep in mind: 1. Deeply understand the product and market: Take the time to thoroughly understand the product that you are marketing and the market it is targeting. This will help you position and promote the product effectively and demonstrate your knowledge and expertise to others. You should become the product, market, and users Wikipedia.  2. Build relationships wit...

I tend to coalesce early-ish stage PMM teams by product pillar/functionality. For example, if you group certain features into capabilities, split roadmap ownership betwee you and your PMM. Bucket those product capabilities and divide and conquer (full PMM GTM lifecycle responsibilities). Once you've achieved product market fit, you can consider organizing the team by relevant personas and begin to hire specializations like: core PMM, customer marketing, lifecycle marketing, competitive intel, etc. But definitely index on hiring generalists that have a platforms & systems mindset. These f...

Congrats on growing the team! In a two person team, you have to look at the top priorities, where you can have the biggest impact (where you are uniquely needed the most), and where each of you are strong and excited to grow. You are in the fortunate position to consider what elements of PMM you enjoy most and which ones you would be happy to delegate so don't forget it.  If you're really not sure, try doing a quick exercise of listing out all the PMM functions you support today, new functions you may need to support in the coming months/year, and rate them by size, impact, priority, and...

These days everyone is remote is it's important to establish a process that works for your organization. Content and collateral can exist in so many places it can overwhelming. A sales enablement platform is essential for evergreen content. Tools like slack are great for quick updates and real time knowledge sharing (e.g. Sales just had a call where they discoverd a competitive weakness, or ran into an obstacle).  Easy access tools like battlecards are useful for regular consumption. For things like a top level strategic narrative and value centric messaging you can go as far as sending ...

We have an established cadence of enablement with our internal teams where we bundle features/collateral into market themes. When rolling out a new feature, we organize content into two buckets: technical (CS) and value story (sales). For the value story elements: we create "how to sell" slides and a launch packet that includes case studies, demo overview videos, and other relevant material for the sales cycle. We then quiz the remote sales team on their learnings (via Kahoot!) to keep folks accountable before GTM push. 

As a PMM, Sales is a main stakeholder that we help support. You can think of them as a "buyer" or consumer of your work so many of the same tactics and best practices that you use to roll out communications externally can be used internally. I'll also note that I have worked with many amazing enablement teams that make this part of the PMM job so much easier, but have also been the one and only PMM in an org. that didn't have an enablement team yet so I'll try to share ideas that are helpful for both scenarios.   1. Launch Tiers. Just like when we launch products to buyers, we tier our ...

If you don't have the opportunity to manage an entire new product launch, you'll have to get creative. See if there is an opportunity to own a specific piece of a launch someone else is managing or even manage a smaller feature launch. I'd also look for opportunities work with the product team, even if it's not on a specific launch. Big bonus points if you work with the product team on research or roadmap prioritization elements.  Let's say none of those opportunities are available - you can still focus your time on cultivating the skills that make a great product launch PMM. Beyond the ...

Protect your calendar! Set aside Do Not Disturb (DND) time for strategic thinking and honor that time. Try to establish a "no meeting" day at your business where you have dedicated space to GSD and think strategically. Set the expectation that if you accept a meeting, there must be a clear agenda along with expected outcomes for your attendance. That helps to narrow down how to spend time so you can prioritize the most valuable/impactful sessions. I also run a lot so that helps to create space for deep thought/strategic work. Also where my best creative thoughts come from!

I really appreciate this question and to be candid, it's a challenge that scales up and down, whether your moving from an IC to having your first direct report all the way up to when you run a department and have several product marketers reporting to you. My best piece of advice here is to be highly structured in how you approach your work phases + set time aside for each phase of your work and to be absolutely ruthless about your calendar. 

The only way to do this is by closely collaborating with your direct leadership and negotiating priorities with them.  Their priorities will always be based on their KPIs and/or personal goals for their profession and from their perspective for the company. You need to collaborate and coordinate with them to ensure that you're satisfying their expectations while also getting their buy-in for your bigger ideas.  Good luck!

This is a challenge at all size organizations, but certainly hard on small PMM teams. Depending on the larger picture items you are talking about, you may need a lot of time or maybe it requires less. Regardless, this type of work requires focus. Here are some considerations I've found useful: 1.  Delegate - I would first take a hard look at what you are delegating. Is there anyone else that can take on that project you've working on? This is definitely something I had to check in with myself on regularly when I first started managing people. Context switching all the time can...

I've seen a bit of everything when it comes to the split of Product Marketing teams. At some companies it is done by product line, at others by industry, and some by customer segment. And I don't think there's a 'best' way to do it, honestly. It all depends on what makes sense for your company. I do think you can ask the following questions to get enough data to make good judgement call on this: 1. Do you have one or more products? And if more than one product, do each have their own distinct buyer and user personas? 2. Is your product(s) horizontal, cutting across all industries the s...

This is an evolution depending on the complexity and scope of the Product and GTM motion. But usually it follows this path (additive): 1. Aligned to individual products 2. Aligned to product groupings (solutions, use cases, needs, JTBD etc) 3. Aligned to customer segments 4. Aligned to industries 5. Aligned to regions 6. Adding in supporting functions--> competitive, AR

It depends on a few different factors:  * How big is the PMM team?  * How are other teams (sales and product) organized? * What are the most important business needs and priorities? * What are your team members good at (if they have already been hired)? Something else to consider is how you want to balance the type of work individuals on the team are doing. For example, many people enjoy having one or two areas of "expertise" where they are owning a project or program and can demonstrate progress over time. If this is an important element to keep the team engaged, but they are always ...

Why product marketing? - Tells me their motivations. If they have a drive to serve customers and a discipline for storytelling, it'll shine through. If not, I'll know it's not a good fit. How do you define and measure success of product marketing? - It's important to suss out if your philosophical belief/metrics in PMM aligns with your candidates' view. They can often be different, and in some cases that's okay! But this question is a great level-setter to establish domain expertise, perspective on the craft and trajectory. What is your superpower? - This question tells me a lot about ...

I think a universal experience among product marketers is that the role and contribution of product marketing is highly dependent on the company or organization that you are working for/ applying to- size, focus, where the pmm's sit in the organization, all are influencing factors. To that end, before the hiring process even begins, I spend a lot of time getting clarity on the purpose + goals + focus of the role and the outcomes that need to be achieved. It's from there that I start to create a framework of interview questions that will align and assess to the top needs and then I'll develo...

These are my questions - aiming to understand that even the most junior of candidates has an overall understanding of what the job really is all about.  1. What does GTM strategy mean to you? 2. Can you give me a detailed example of a product launch tier/bucket? 3. What stakeholders does the product marketer primarily support in any company and how? 4. Describe a successful relationship between the product manager and the product marketer. 5. What are the top 3 skills that you believe every product marketer should have?

Top questions depend a bit on the role since I always try to make sure each question is evaluating a specific competency tied to that job. (More on this below). That being said - here are a few questions I find useful a lot of time when hiring PMMs.  *  What can product marketing contribute to an organization? of What's the role of product marketing? Tells me about how they view product marketing's role and value and their general understanding of the role. I'm listening to see if them talk about GTM strategy, roadmap, and storytelling. This is particularly helpful for candida...

Any interviews with me will involve a case - real world, but sanitized case questions like "you are the PMM for xyz product and your subscriber growth has slowed down [insert whatever metrics, scenarios] in the last 2 quarters. You need to get it back on track. What would you do to tackle this?" I look for ability to break down a problem, identify hypotheses, look for right data/ fact base to validate hypotheses and creative ideas to solve a problem. My best tip is to not jump into answering the question right away. Take 30-60s to structure your thinking first.

Here are a few of the questions that I like to ask:  - Tell me about a time that you influenced the product direction. - How do you define the role of product marketing? - What is the one thing that we can help you with, that you can take away from working here? I also agree with Carrie that case studies are the best. I like to ask about a specific project from the resume and then go into great deal about that particular experience. I look for self-awareness and ability for the individual to describe success in terms of results as well as acknowledge learnings and areas to improve.

Here are some of my favorites: * Open-ended / ice-breaker: "Can you tell me about yourself / your experience?" * Motivation / Research: "Why are you interested in the company and this position?" If the answer is too generic / short, follow-up with "What do you know about the company?" * Behavioral / Change management and initiative: "Can you tell me about a time when you realized that your company or team needed to change something in the way you did things? How did you come to that conclusion and how did you convince others?" * Behavioral / Data analysis and technical s...

Let me give you the one interview question, out of every interview I've ever been to, that literally stumped me. "Give me a time that you were the most creative".    It stumped me at the time because I approach my role in PMM from a very systematic, repeatable, scalable, and data driven approach. There have been plenty of times where I've had to be creative, but at the time all I could think about were things like "ad messages" and "campaigns" and "graphic design" and I don't participate in much of that. And in terms of my messaging, I don't pull it out of thin air. All of my messaging a...

I often like to ask, “What accomplishment are you most proud of?” as well as, “In your last performance review, what were your opportunities to improve and how have you worked to address them?” I like the question “What accomplishment are you most proud of?” because it often helps me understand what really motivates a candidate and what type of worker they are. The best answer I’ve heard to that question was a candidate who talked about overcoming some very challenging obstacles for a new product launch and the launch actually turning out to not be nearly as successful as they or the compan...

I have product marketing candidates give me the Who Cares and Why Is That Important pitch for their current product. Walk me through the positioning and messaging development, what resonates and why, stuff like that. Another key question I ask all candidates is what kind of non-profit or volunteer things they do outside of work. That gives me a gauge of how team/other they are oriented. Great PMMers have a strong element of empathy and their volunteer work lets me know how well developed that empathy is.

I have started to ask "What is the biggest trade-off decision you had to make?"  Most people go straight to themselves and a trade-off that they've had to make about a job or career path, not a company decision. One interviewee floored me when he talked about hard decisions on needing to lay-off members of his team, but then described how he worked through his network to get every person on that team a job at another company. Not only did he show he could make tough calls, but he was trying to be a good person too in a rough situation. 

I am going to provide a highly opinionated answer. Please forgive the strong tone, but I hope it will be more helpful for you than a generic response:  For any question I ask, I want a short, succinct, and direct answer that tells me within the first 3-5 sentences what outcomes you achieved. If you can do that, you’ve already impressed me so just stop right there. Any additional info I need, I will follow up with more questions and then we can dig into the details. If I’m interviewing you, I want to know - what was your goal, and how did you make progress to that goal? I am not looking ...

What is the role of product marketing, and why do you want to do the job. I care about not just what the answer is but also how candidates deliver it. Are they giving me a textbook answer or telling me a story about their proudest PMM experience or a project that significantly impacted the business or a day in their life as a PMM.

What is your superpower?! This one is great because it gives you insight into how a candidate perceives themselves. There's a self-awareness that comes through with the responses that allows for you to getting a sense of who they are an individuals and how they work in a team. The best example of this was someone who told me their super power was being able to make silos disappear. 

My favorite question to ask is something along the lines of "Here's a big initiative we're planning to roll out, and whoever gets this job will own at least part of the planning and execution. How would you go about making the initiative successful?" A great answer always includes something like "Before I get into the tactical details, let me just first check that I understand why this initiative is so important. Please tell me where I'm mistaken, but I assume the objectives are..." And the best answer also includes something that sounds like "Wow, this is really interesting. We faced...

Well, the question of "What is Product Marketing" Could mean different things at different companies, but my answer is that we provide the voice of the market and the voice of the customer internally to the product manager so we can build products that resonate with our audience, and we are the voice of the product externally providing the appropriate messaging and positioning to go to market.

I'd have to go with this classic: "Describe your process for launching a new product." Why? A product launch is the quintessential act of product marketing. It places the product marketer as the orchestrator between product, sales, customer success, and core marketing. If you understand how to successfully launch a product, you understand how to be a successful product marketer.  The best answers to this question don't start with a laundry list of channels and assets--they start with the "why". Why are we launching the product? What do we hope to gain? Is the goal primarily to generate le...

My favorite question is "What would be your positioning statement for yourself as a product marketer?"  I love that question because it shows me how comfortable they are with the basics of positioning, and it tells me a lot about the aspects of product marketing that they care most about. For example, they may highlight their strength in messaging and positioning, or their customer-centricity, or their ability to partner with teams across the company. It's also another opportunity to see how they communciate complex concepts in a clear, concise, and compelling way. I've heard a lot of gre...

I like to ask PMM candidates to deliver their company's pitch. I'm not grading their pitch but rather the empathy and insight they display for and about their customers' challenges, the way they deliver it, and the storytelling ability of the candidate. There's no one answer to this that's stood out but it's the delivery that makes the difference. People who can clearly explain what pain point their customer feels and succintly how their company solves it (and can throw in some proof) are always the stand outs. The best answers are from the few people who aren't afraid to role play and pret...

It's hard to pick a favorite because most of my interviews look different from candidate to candidate. Often, my questions are focused on deeply understanding their past experience and asking for relevant examples that demonstrate the skills and compentencies that will be unqiue to the role and business need. Or, we unpack a case study together. I also go beyond the resume when I'm interviewing. One question that I typically ask is where the candidates want to learn and grow. The best answers to those also demonstrate steps they've taken recently and proactively to grow in a specific area.

Walk me through a product launch of yours that went really well and one that may not have done as well. What were the differences in retrospect? Now that you've had a chance to review our website and other marketing materials, what's something you think we could be doing better or an opportunity we may have missed that you'd love to dive into in this role?

I like using: "Product marketing covers a wide range of skills and tasks. Nobody on my team is an expert at everything. We're all growing some aspect of the job. Where do you really shine, and what areas would you like some professional development in?" It shows self-awareness, forces the candidate to mention what they believe is included in product marketing, and gives them a safe way to admit which skills are weaker. If they're honest about the weaknesses and position them as areas they'd like to improve on in the next 12 months, I give extra points for confidence.

My favorite question is very simple I ask them “Can you pitch me your product?” (if they come from any marketing role) It allows me to understand their storytelling skills. It helps me understand if they are truly comfortable with the idea of messaging and positioning (which I think is fundamental for any PMM to be successful. They have to understand it - even if they aren’t developing it). It helps me understand their oral communication skills. Sometimes, it also demonstrates a bit of flair and creativity. And this is often the jumping off point into other questions The best answe...

This is a big question! It would be impossible for me to detail all the ways we work with these teams, but at a high level: * Sales & CSM: I'm bundling these two together, as the type of work we do with each is similar at a high level. We work closely with sales leaders and the sales enablement team to understand sales' needs, develop messaging and content for them to use with both existing and prospective customers, understand how that messaging is resonating, and creating training and other enablement materials. We have a sales enablement group within PMM who drive the...

Cross-functional work is Product Marketing's middle name!  PMM <> Sales * Key deliverables: Pitch decks, enablement assets (internal resources like battlecards and personas, external resources like one-pagers and case studies), and trainings  * Key goals: Improve win rates, improve competitive win rates, increase ASP, shorten sales cycles, improve demo request to demo held rates, generate pipeline, improve sales team confidence  PMM <> CS * Key deliverables: Same as sales, but with an existing customer upgrade / health / cross-sell / retention angle. Add in enablemen...

These are some of the main stakeholders a core PMM would work with.  With Sales, I tend to like to see what is resonating with prospects. Is there a specific line or way of telling our story that clicks? I tend to like to use this insight to guide early funnel materials to proactively talk to prospects in a way that resonates.  With CSMs, I’m looking for how current customers are using products and how we can tell stories of unique wins. I think it helps overall positioning if you can factor in real world usage, and customers may leverage a product in a way that you or your PM may not...

Regular engagement and alignment in key. I meet with my cross-functional leadership team bi-weekly to ensure we’re aligned on the needs of each team as they evolve and areas of focus. Key goals and deliverables: PMM with Sales: Drive sales success by developing content needed to support the pre-sales customer journey and business goals, such as use cases, pitch decks, customer case studies, and other prospect facing content. PMM with CSM: Drive customer success by developing more in-depth content needed to support the post-sales customer journey and business goals, such as detailed use...

1. PMM with Sales: I ask for links to chorus/gong calls to listen to customer's positioning. We tackle enterprise needs on-going and jam on enablement materials + content market fit. I also pitch new concepts/messaging to sales for reaction and ask for on-going market feedback on concepts/campaigns. Success is measured by revenue attainment but more specifically, how PMM can influence closed/won rate - deal velocity - pipe gen - upsell/expansion and AVC. Deliverables: pitch decks, one-pagers, enablement content, demo overview videos, snippets, outreach templates...

The best products are built with the market in mind–and product marketing should contribute long before anything gets put on a shelf. It is an expectation that product marketing is involved way before the feature gets built and can answer "can I sell this?" with product. It definitely helps to have joint goals with product so work is not at odds. Product and product marketing are a true partnership and PMMs/PMs who realize this and don't treat the relationship as transactional are far better for it.  Product marketing lives in 3 worlds — customers, product, and marketing (of course). And...