LaShaun Williams
VP, Marketing, Observable
Content
LaShaun Williams
Observable VP, Marketing • May 9
Yes, I do. We continue to tweak and refine it. The document serves as the single source of truth and artifact for each launch. Here's what in it: Strategy * Product/feature/capability narrative: A short story that provides context into the why behind the release. * Product/feature/capabil......Read More
2488 Views
LaShaun Williams
Observable VP, Marketing • May 9
This is where tiering comes in handy. We adjust the depth and breadth of GTM plans based on the estimated impact of the launch. We also decouple product launches from product releases. For example, some small launches are bundled into a larger themed launch, which may happen after some of the fea......Read More
792 Views
LaShaun Williams
Observable VP, Marketing • January 12
This is a great question. In my overcommunication with leadership, I am very open about the skill levels of my directs, what I think they're currently capable of, and where I think they need improvement. While some failures are a result of non-performance, many help surface areas for improvem......Read More
771 Views
LaShaun Williams
Observable VP, Marketing • May 9
I segment communications into three audiences: 1. Product management 2. Project DRIs (Directly Responsible Individuals, typically marketing team members) 3. Leadership Communication with product managers driving particular features or areas of the product occurs regularly, typically ......Read More
770 Views
LaShaun Williams
Observable VP, Marketing • May 9
We communicate updates and progress two ways. For each launch, we create a Slack channel specific to that launch and the people directly involved in decision-making and execution. Whether it is private or public depends on the culture of your organization. We also have a public marketing Slack ch......Read More
462 Views
LaShaun Williams
Observable VP, Marketing • January 12
One of the most important outcomes of stakeholder management is getting buy-in, and that comes easiest when there's trust. Getting buy-in is absolutely critical to moving projects forward, and the first 90 days is a great time to lay strong foundations. Here are the three actions I take very ......Read More
437 Views
LaShaun Williams
Observable VP, Marketing • May 9
I really enjoyed launching branching and merging at Figma. It's a technical feature that is challenging to build as well as communicate to a non-developer audience. Both the product and marketing teams worked hard to simplify the complexity of the feature in experience and messaging. It was a two......Read More
403 Views
LaShaun Williams
Observable VP, Marketing • January 12
Tying your work to tangible outcomes, specifically those related to product growth and revenue, and socializing it has worked well for me. Here's my approach: Have a revenue-first mindset. Businesses exist to make money. One of the first questions I ask myself about any launch is "how can we l......Read More
375 Views
LaShaun Williams
Observable VP, Marketing • January 12
Ask yourself what it really means to connect the product to the customer? You'll see that it's more than the features you build and launch alongside your Product Management partners. Behind product execution is product strategy, behind product strategy is a product vision, and that vision is ......Read More
343 Views
LaShaun Williams
Observable VP, Marketing • January 12
Engineering timelines change for a variety of reasons. It's just the nature of the work. To help manage the expectations and emotions of others working on the marketing timeline, I take this approach: Communicate early, openly, and as often as possible. That way, folks don't feel out of the l......Read More
310 Views
Credentials & Highlights
VP, Marketing at Observable
Formerly Figma, Abstract
Lives In Atlanta, GA
Knows About Growth Product Marketing, Establishing Product Marketing, Release Marketing, Messagin......more