Product Marketing KPI's

Good question. I am sure you have heard this statement many times - “PM and PMMs are like two sides of the same coin”. It’s absolutely true, and work wise I see the roles to have a Venn diagram. There are things each team leads and drives by themselves and then there are overlap areas. The overlap areas usually are: 1. Product strategy 2. Product roadmap 3. Target markets 4. Positioning and messaging 5. Sales enablement (includes launches) The first step to building joint KPIs is building a trusted, valued and collaborative relationship. Where each party trusts that the other ...

Good question. I am sure you have heard this statement many times - “PM and PMMs are like two sides of the same coin”. It’s absolutely true, and work wise I see the roles to have a Venn diagram. There are things each team leads and drives by themselves and then there are overlap areas. The overlap areas usually are: 1. Product strategy 2. Product roadmap 3. Target markets 4. Positioning and messaging 5. Sales enablement (includes launches) The first step to building joint KPIs is building a trusted, valued and collaborative relationship. Where each party trusts that the other ...

Good question. I am sure you have heard this statement many times - “PM and PMMs are like two sides of the same coin”. It’s absolutely true, and work wise I see the roles to have a Venn diagram. There are things each team leads and drives by themselves and then there are overlap areas. The overlap areas usually are: 1. Product strategy 2. Product roadmap 3. Target markets 4. Positioning and messaging 5. Sales enablement (includes launches) The first step to building joint KPIs is building a trusted, valued and collaborative relationship. Where each party trusts that the other ...

My advice would be to build this into your regular team processes. If your company has an OKR setting process, this would be the right time to cross-functionally align with product partners on shared KRs or KPIs at a high level. Beyond that, I would suggest gaining this alignment at the PRD and GTM plan stages of the product lifecycle. In an ideal world, PMs, PMMs and Tech Leads collaborate on launch objectives (financial, product, marketing, risk), which make up the shared launch KPIs. Data Science or Analytics partners can use this as a guide to creating measurement and reporting plans...

My advice would be to build this into your regular team processes. If your company has an OKR setting process, this would be the right time to cross-functionally align with product partners on shared KRs or KPIs at a high level. Beyond that, I would suggest gaining this alignment at the PRD and GTM plan stages of the product lifecycle. In an ideal world, PMs, PMMs and Tech Leads collaborate on launch objectives (financial, product, marketing, risk), which make up the shared launch KPIs. Data Science or Analytics partners can use this as a guide to creating measurement and reporting plans...

My advice would be to build this into your regular team processes. If your company has an OKR setting process, this would be the right time to cross-functionally align with product partners on shared KRs or KPIs at a high level. Beyond that, I would suggest gaining this alignment at the PRD and GTM plan stages of the product lifecycle. In an ideal world, PMs, PMMs and Tech Leads collaborate on launch objectives (financial, product, marketing, risk), which make up the shared launch KPIs. Data Science or Analytics partners can use this as a guide to creating measurement and reporting plans...

My advice would be to build this into your regular team processes. If your company has an OKR setting process, this would be the right time to cross-functionally align with product partners on shared KRs or KPIs at a high level. Beyond that, I would suggest gaining this alignment at the PRD and GTM plan stages of the product lifecycle. In an ideal world, PMs, PMMs and Tech Leads collaborate on launch objectives (financial, product, marketing, risk), which make up the shared launch KPIs. Data Science or Analytics partners can use this as a guide to creating measurement and reporting plans...

My advice would be to build this into your regular team processes. If your company has an OKR setting process, this would be the right time to cross-functionally align with product partners on shared KRs or KPIs at a high level. Beyond that, I would suggest gaining this alignment at the PRD and GTM plan stages of the product lifecycle. In an ideal world, PMs, PMMs and Tech Leads collaborate on launch objectives (financial, product, marketing, risk), which make up the shared launch KPIs. Data Science or Analytics partners can use this as a guide to creating measurement and reporting plans...

My advice would be to build this into your regular team processes. If your company has an OKR setting process, this would be the right time to cross-functionally align with product partners on shared KRs or KPIs at a high level. Beyond that, I would suggest gaining this alignment at the PRD and GTM plan stages of the product lifecycle. In an ideal world, PMs, PMMs and Tech Leads collaborate on launch objectives (financial, product, marketing, risk), which make up the shared launch KPIs. Data Science or Analytics partners can use this as a guide to creating measurement and reporting plans...

My advice would be to build this into your regular team processes. If your company has an OKR setting process, this would be the right time to cross-functionally align with product partners on shared KRs or KPIs at a high level. Beyond that, I would suggest gaining this alignment at the PRD and GTM plan stages of the product lifecycle. In an ideal world, PMs, PMMs and Tech Leads collaborate on launch objectives (financial, product, marketing, risk), which make up the shared launch KPIs. Data Science or Analytics partners can use this as a guide to creating measurement and reporting plans...

Great call to have commonly shared KPIs with the product team - this is the best way to ensure mutual success. When it comes to product launches, it depends a bit on what you're launching. If your company has a "core" product and you're launching a new SKU or a product with a separate revenue stream, a great shared goal is attach rate: percentage of customers that have purchased the product. You'll want to look at the overall attach rate as well as the attach rate for new deals (out of all the deals that close after the product is launched, what percentage buy it).  For all other new ...

Great call to have commonly shared KPIs with the product team - this is the best way to ensure mutual success. When it comes to product launches, it depends a bit on what you're launching. If your company has a "core" product and you're launching a new SKU or a product with a separate revenue stream, a great shared goal is attach rate: percentage of customers that have purchased the product. You'll want to look at the overall attach rate as well as the attach rate for new deals (out of all the deals that close after the product is launched, what percentage buy it).  For all other new ...

Broadly, alignment with Product should happen in an OKR or goals planning process at some regular interval. That's the real moment to align with you product partners on what problems you're trying to solve and what success means for a number of initiatives.  More specifically, I push that Product Marketing co-owns Product goals (to ensure alignment) and that they're the responsible party for product adoption metrics. What % of the audience has tried XYZ product is a strong measure of adoption and engagement.  Product launch KPIs should ladder into an adoption target (as stated above),...

At a high level, I think it's essential for all teams involved to understand the ultimate goal of whatever product or feature they are launching - meaning what is the problem you are trying to solve and for whom? In terms of process I have found the most success from establishing formal kickoffs, consistent check-ins along the way, and retrospectives post-launch. It's all about having several touchpoints between teams and making sure people are on the same page.

I really like this question, so will dig in to our main topic about KPIs here. This idea of cross-functional KPIs is core to what makes PMM the most interesting and the most challenging function to quantify. But, you can do it! Two things I believe strongly: * Cross-functional (or shared) KPIs are the most powerful KPIs any business or team can measure, because they're qualitative and quantitative and they force alignment across teams. * Product Marketing exists to amplify the impact of other teams. If you don't have shared metrics, you're probably amplifying only yourself, and...

This idea of cross-functional KPIs is core to what makes PMM the most interesting and the most challenging function to quantify. But, you can do it! Two things I believe strongly: *  Cross-functional (or shared) KPIs are the most powerful KPIs any business or team can measure, because they're qualitative and quantitative and they force alignment across teams. *  Product Marketing exists to amplify the impact of other teams. If you don't have shared metrics, you're probably amplifying only yourself, and missing the chance to deliver on your true objectives. The best example o...

Great question! A lot of collaboration can come from shared KPIs, so it's great to align where possible. I'll divide this into two groups, on-going and launches. On-going KPIs: * These should largely be goals you can both impact over time. Things like adoption, revenue (particularly if there's a freemium, or PLG motion at your company), retention, NPS.  * For example, with adoption there are product changes that can likely be made as well as dedicated marketing done to drive success. At Iterable, we were working to drive adoption of one of our AI products and did just this...

Super important question 🙌 Cross-functional collaboration happens much easier when teams have shared KPIs, OKRs, or North Stars. To be honest, those goal-setting frameworks really work when they are adapted across all of the organization. This means that everyone is motivated to solve the company’s challenges, instead of working in silos on their individual projects.  For this setup to work, it’s important to understand the Objectives of other teams. Here is how it can work with setting up common OKRs between PMs <> PMMs: 1) Setting up strategic company-wide OKRs It’s important ...

The short answer is it depends. Let me explain...  Product Marketer in my opinion is like the CEO of a product. Just like a CEO, has to do whatever it takes to make the company (in this case product) successful. And should be measured on what is relevant and what matters in that specific year.  A PMMs OKRs depend on - What is the stage of the product lifecycle? Do you own all of product marketing or a specific PMM function? What are the business goals and objectives this year? So on and so forth.  Stage of product lifecycle If you are working on an early stage product, then perhap...

The short answer is it depends.  No, I am not being evasive. Let me explain...  Product Marketer in my opinion is like the CEO of a product. Just like a CEO, has to do whatever it takes to make the company (in this case product) successful. And should be measured on what is relevant and what matters in that specific year.  A PMMs OKRs depend on - What is the stage of the product lifecycle? Do you own all of product marketing or a specific PMM function? What are the business goals and objectives this year? So on and so forth.  Stage of product lifecycle If you are working on an ...

The short answer is it depends. Let me explain...  A product marketer, in my opinion, is like the CEO of a product. And just like a CEO, has to do whatever it takes to make the company (in this case product) successful. Hence, she/he should be measured on what is relevant and what matters in that specific year as well.  A PMMs OKRs depend on - What is the stage of the product lifecycle? Do you own all of product marketing or a specific PMM function? What are the business goals and objectives this year? So on and so forth.  Stage of product lifecycle If you are working on an early ...

Tricky question! To be honest, OKRs (Objectives & Key Results) are HIGHLY context- and business-specific, so there isn't such thing as "good OKRs for Product Marketing" in the abstract. You should be aligning PMM OKRs to the OKRs at the company level. And keep in mind that they are all about business transformation, not keeping the lights on. So they will involve stretch goals and should intersect and overlap with the OKRs of other teams across the org, not be strictly unique. On the other hand, there are plenty of good KPIs (Key Performance Indicators) for PMM to track. For B2B and SaaS...

Product Marketing is about product and sales success so your OKRs should align with company, CMO and product OKRs. However, I think these 3 serve as a good  "PMM OKR template" 1. Build a POV and become the hub of market intelligence: Think of this as all PMM programs: Competitive intel, Voice of Customer, Analyst Relations,  2. Bridge the gap between product and sales: Product launches, sales enablement, technical and release marketing, Roadmaps, CABs 3. Win in your core market: Your ranking, Customer advocacy, SOV, Content hubs, Thought leadership, Pipegen, ACV, Website 

OKRs are really important to keeping teams focused on driving the most impact for the company. At a Product Marketing OKR level, it often depends on what the company goals are for that particular time period. If the company is going after a new market or focusing on customer retention, that's going to influence what a PMM's KR will be. Second, I think it's importnt to set a KR that you have direct influence or impact on. Sometimes, PMMs at Lyft share KRs with PMs, but ideally, there is a sub-KR that indicates whether a PMM's investment of resources is succeeding at supporting the overall...

Product Marketing OKRs are really important to keeping teams focused on driving the most impact for the company. At a Product Marketing OKR level, it often depends on what the company goals are for that particular time period. If the company is going after a new market or focusing on customer retention, that's going to influence what a PMM's KR will be. Second, I think it's importnt to set a KR that you have direct influence or impact on. Sometimes, PMMs at Lyft share KRs with PMs, but ideally, there is a sub-KR that indicates whether a PMM's investment of resources is succeeding at supp...

In general, product marketing OKRs can become quite vague and hard to measure. However, the product marketing OKRs I’ve seen that are easier to measure are: 1) Successful and ontime product launches. This means the product launch was able to happen on time with all cross functional teams trained up prior to the product launch so there were no surprises. 2) Completed messaging maps/documents for a target segment or new feature. 3) Completed research around target customer segments and who to go after next. 4) Updated pricing model or structure for new features.

If you are looking for key Product Marketing metrics to determine success, here are some ideas: * For a mature product: new users, adoption (usage), active users, daily active users, monthly active users, retention, net retention, pipeline, revenue, deal size, win rate, close rate, velocity * For a very immature product: # of early customers, # of customer demos, # of trial signups, adoption (usage) * For going after a new buyer: # of new relevant titles added to the database, # of wins in a new vertical The key is to determine what the objective is given where the product ...

Good Product Marketing OKRs really depend on the business and what the company is trying to achieve. For example, if there's no unified launch process, you may set an objective to develop a launch program. Or another example: you're starting to lose deals to a specific competitor. You may kick off a competitive program to mitigate losses on competitive deals. It really depends on the business. For product launches: * Did I reach my intended audience for this launch? How many people engaged with our launch materials? Read the blog post? Watched the video? Engaged with the landing pa...

Great insights! I noticed that most of PMM OKRs are interconnected with sales, marketing, and product OKRs.

"Good OKRs" answer on the question of where Product Marketing can bring the most significant positive impact on the company's growth.  It really depends on the stage of your product’s life cycle. Is your product in the introduction (development, pre-MVP, validation), growth, or maturity stage? If the startup is working on delivering the first Minimum Viable Product (MVP), then the main focus should be on defining Product-Market fit, value for target users, and launching the product itself. In this case, the company Objective could be “Launch MVP and receive meaningful learnings in qua...

The end game is for customers to choose your solutions and brand over the competition, so the most meaningful KPI is your win rate against against different competitors when you encounter them in deals. To measure that, you need to make sure your sales team is documenting who they encounter in each opportunity.  As a personal KPI, you could provide a quarterly or even monthly analysis and update with actionable insights and recommendations regarding competition. In my experience, a lot of real-time and one-off competitive intel gets lost. Product development cadence and process is just d...

Great Top, Middle & Bottom of Funnel breakdown Marie! How and how often to do you communicate your results/KPI's to Sales & Product teams?

Ultimately, the change in win rate against that particular competitor before vs. after your CI project.  There are sub goals and metrics to unpack here:  * QoQ change in the competitor features & functions, and messaging * The pace at which your product team is able to ship against new intel * PM survey results on the usefulness of your CI program This may be a controversial statement, but after seeing CI programs run out of Product, PMM, and Ops at different companies, I think the actual research work belongs in Product -- they're the true owners of what's being scoped and built, a...

This really depends on the actual goal of a CI program, but here are a few ideas: For the sales team: * Competitive win rates (pre and post intel) * Sales confidence on competitive pitching (This is something you can measure using surveys at a regular cadence like quarterly) For the product team: * Feature parity if that is what you are focused on * Competitive differentiation - if you really need a metric you can create a percentage scale and see how that changes over time For the marketing team * If you have competitive materials or webpages - measure engagement and co...

1. Sales confidence - While not a metric measured in SFDC, you can work with enablement to craft a pre and post sales confidence metric to assess how confident reps feel in navigating competitive conversations.  2. Competitive win rate - You're likely already measuring win rate, but competitive win rate will give you a direct KPI to measure the improvment in closing competitive deals.  3. [ Product specific] Reduction in lost deals due to product capabilities - To measure this metric you'll need to be tracking lost reason and have a drop-down for reps to choose "product gap." 

Another great question, thanks! I have been in a few roles where my job was to provide market data, competitive intelligence etc to other teams (CEO, Product, Sales etc) within the org. These teams would use this information to make strategic decisions, use them in sales presentations, etc but to put a common metric on providing competitive intelligence was hard. So we would send a quarterly survey to other teams within the org to participate in an anoynmous survey asking them about the usefulness of the competitive intelligence my team was providing. Think of it as a CSAT or a NPS survey t...

It's great to see companies putting more emphasis on measuring this. It's definitely a challenge, but if competitive investments aren't measured, it's less likely they'll be appreciated or incorporated into key processes. The ideal measure of competitive intelligence is win rate. Measured on a quarterly basis (and at the close of a quarter) it can indicate if the organization is competing more effectively in qualified opportunities. It's important to note that like most PMM metrics, win rate is complex and can be influenced by many factors: sales training, market factors, product deliver...

Love this question! I'd think about it in terms of outcomes, and effectiveness.  So I'd look at metrics like: * Competitive Win Rates * Usage - To be clear, I like to look at this through the lens of whether the usage of a particular piece of competitive content is impacting the sales cycle and not just pure usage of content.  * Product Feedback/Usage * Retention Depending on the size and stage of your company, you may also have things like: * Competitive SEO - If you use a tool lke SEMRush then you'll be able to track competitive search positions and rankings compare...

For the Sales side, you can look at: - competitive win/loss rates - win rates of deals that used competitive support or resources vs. did not - ultimately, market share over time But for the Product teams or overall company distribution of intelligence, it's tough, because it's not as close to a specific outcome. May need to look at more qualitative measures like positive feedback from your Product teams, saying that your CI helped them make a specific decision faster or more confidently. Good luck!

Where to start? Every company has different policies for promotion criteria, but ultimately it needs to take into account 2 things: merit and business need. Business need has to come first. It means that there's a larger scope of a role that needs to be done - more responsibility and complexity within an org / team - and there's now an opportunity or need for someone to fill that. If that doesn't exist, promotions shouldn't be happening arbitrarily. I recongize that especially within startups, individual contributors want to grow and should be recognized for their efforts, but when merit su...

OKRs (Objectives and Key Results) have become a popular way for companies to clearly define goals and measure progress against them, at the employee, team, and company level. https://en.wikipedia.org/wiki/OKR There's lots written about these that you can reference elsewhere, but it's a really helpful frame work that allows you to measure, quantitatively and qualitatively, how you're tracking against the "key results" that you've defined. The common expectation is that you'll hit about 70% of your OKRs - idea is that you're including stretch goals so missing 20-30% doens't mean you're perfo...

If you're on this forum as a PMM, you know that one of the biggest challenges for the PMM org is "What the hell do we measure!?" - an age-old conundrum that PMMs always struggle with. This is especially pronouned in an enterprise B2B environment vs. a fast-moving B2C environment where immediate usage/feedback may be available.  To me, the most primary thing I'm looking for is how effective the person is in relationship/ stakeholder management. In Product Marketing, you have many constituents across Sales, Product, and customer teams, as well as within Marketing itself. It's easy to get p...

This varies by company and role, but I generally think about the path to promotion on the two key vectors: ownership level and degree of autonomy.  Strong performance against OKRs or KPIs is a core underpinning to that. When considering promotion I start there and then look at how the person has demonstrated rising levels of ownership and autonomy across the following: * Strategic Direction: As an associate, I'd expect you to own a feature set fully and demonstrate the ability to bring insights into the go-to-market under direction. As you rise in the organization, I'd expect you...

The best way for a product marketer to get promoted is by demonstrating the impact of their work. To do this, I incentivize all my PMMs to befriend data and tie their deliverables to key business and customer metrics.  To me, the two most important categories of metrics are: 1) Customer insights a. Number of actionable insights that helped drive product development b. Number of actionable insights that informed a business strategy/service 2) Customer engagement a. Product adoption: This is the % of customers that adopted a new service or product launched by PMM. b. Customer lifet...

I'm not a fan of connecting metrics to promotions for a role like product marketing becuase there are so many other dependencies that can't be controlled. Rather I like to establish some expectations of responsibility for each seniority level. Seniority levels can usually be attached to the level of responsiblity you can assign someone. Can they run a launch end to end? Can they take a new offer to market? You can use success of some of those outputs to make a determination of how and when to promote.

PMMs often are measured by output, since most of what we provide are tied to other metrics. I would focus on delivering tangible assets on a regular cadence (case studies, one-pagers, pitch decks, etc) and in parallel - measuring utilization metrics like: product activation, MAUs, reactivations, attach rate, conversion velocity etc. These two streams (tangible output + metrics) cover your bases, establish influence and prove growth (worthy of promotion).

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...

Well, to quote Rush, "if you choose not to decide, you still have made a choice." I would say the worst thing you can do is not commit to something. Pick one and roll with it - you can always adjust if it doesn't fit the business. Owning a number is the best way to establish leadership and priorities. The worst are metrics that don't directly lead to revenue. "Site traffic, asset downloads, content creation, the PMM seeks not these things." Find the outputs that align with your key GTM partners in the company, and drive those.

Great question. A couple come to mind that I would advise against signing up for: * Sales-enabled revenue. There are so many variables and phases here -- from demand generation, to the sales team actually following up with leads, to the leads actually showing up for a demo, to the sales team effectively selling them -- that it's too big and far removed to commit to. Better to pick some metrics within this (like MQLs, or opportunity to closed won rate) that you have a better chance of influencing with specific tactics.  * NPS, LTV, net retention or churn: Similar to the abo...

Awesome question - I think there are two buckets that make up the "worst" KPIs for PMMs to commit to achieving: KPIs that simply track task completion and KPIs on which PMMs have no direct impact.  KPIs that track task completion are so tempting because they're straight-forward and, thus, we've all taken them. A binary "complete/not complete" for stuff like messaging briefs, First Call Decks (FCDs), analyst presentations and RFP response docs is important to track, but they're not KPIs. If you can show if/when/how they're working and contributing to revenue, product adoption, etc. you're...

A cornerstone of my PMM strategy, and how I set/socialize PMM KPIs is something I call the “state of the customer report.” This is done quarterly, and is a look at the market based off of win/loss interviews, revenue and churn data, competitors, and other insights relevant to company performance. The report establishes where we are seeing the biggest breaks in the sales funnel, biggest gaps in terms of product adoption/NPS, and any other threats/opportunities perceived (for example, a new competitor stealing market share in a strategic vertical, a product use case attracting a new market se...

If you want to present an example, I'd sign up!

The short answer is socialize constantly - it's an "always on" function for internal alignment and awareness. Ideally, any PMM KPIs will clearly map to both top-level company goals (revenue, net retention, product usage) and a shared understanding of "who does what"/"how a bill becomes a law" for your company's GTM motion. If your business is a fast-twitch, bottoms-up, Product Led Growth motion - it needs to be really clear what the PMM team is doing to drive triggers for acquisition, activation and maturity. In this case, the feedback will come in quickly as to what's working and what's no...

For longer sales cycles, the product marketing team should be creating assets and programs that rally stakeholders, enable champions and fend off competitors during Request For Proposal (RFP) bakeoffs to help drive early opportunities to close. Long sales cycles frequently involve RFPs heavily influenced by third-party artifacts like Gartner Magic Quadrants and Forrester Waves that map out critical capabilities, functional requirements and other vectors of consideration. The PMM team should create and own a "golden" response ready to go with core messaging, up-to-date product capabilities a...

For new senior PMM hires (like Sr. Director/Director team leads), I think of 30-60-90 plans to follow a basic flow: assess (30 days), design (60 days), run (90 days).  During the "assess" phase, a senior PMM has to listen, observe and learn as much as possible: meet the team and figure out the current state of how basic stuff (sales decks, product launches, campaign content/strategy, analyst relations) gets done. Learn the product cold, not just the demos but how to actually use it. Watch how teams (whether PMMs or PMs or Sales Engineers) demo the product - how consistent are those? How ...

This has changed a ton as my career has progressed and continues to evolve as I get better at my job. What I measure myself on today is very different than what I’ll measure myself on in 3-4 years, and the key is being able to make those mental shifts and not measuring your current role by the same standards you measured yourself on in previous roles. Today I measure myself on the following: * Team engagement: As a leader, I am only as good as my team is. Before I look at their output, I want to look at how they feel at work. I can only be successful if I’m leading a team that is f...

Success should be measured based on impact to the org, and in B2B Marketing that really means pipeline (and ultimately conversion to revenue). PMMs that take this “full stack” approach to our craft will not only maximize their ability to have meaningful impact at their company, but will also put themselves in a position to acquire skills along the way to set themselves up for leadership positions in the future (whether that’s CMO or GM of a business line). The challenging part here is that PMM tends to be defined differently in different organizations, with some companies looking at the ro...

Product Marketing is challenging because the function influences many metrics but isn't normally the owner of those metrics. Exciting new deal closed? There's usually a PMM that helped along the way although it's sales' win. Cool new product feature launched? Definitely a PMM in the mix, but it's the Product team's achievement. As a PMM, you have to be confident about your own contributions and not the type of person who needs complete ownership of a metric.  Often, for myself, I like to make sure I have measures that help me understand how i've improved or advanced my skills as well as me...

As a product marketer, especially as you grow in role and become more senior, measurement of success moves beyond tasks and deliverables to align lock-step with the other GTM functions like sales, customer success and growth/demand generation. Especially once a company has established product-market fit and developed a repeatable GTM motion to scale the business (whether it's product-led-growth (PLG) or traditional direct sales), making sure there's a clear understanding of both the top-level GTM goals (revenue growth, net retention, addressing new use cases and buying centers) and the role...