🟧 Hugo H. Macedo 🟧

There is no typical career path :) As a functional that interfaces and leverages cross-functional work and expertise across Marketing, Product, Sales, CS, and so on, you can come (and go) to all these areas. Having exposure to all of these helps. IMO, Product Marketing should be a senior step in your career after getting experience with other functions. But of course, also depends on the type of org your are in. In a small company a PMM works solo or in very small team and gets exposure to many ...Read More

Churn is a consequence, and most often, it is too late. You need to go backward and identify the problems. Segment the problem: no usage low usage support/technical issues competition Then, you need to choose what you will tackle first based on volume/value and hypotheses on how to fix it. For each, you need to dive deep and understand more of the issue. Who's the persona and/or use-case? any specific customer segment (e.g. enterprise customers) Some hypothesis to start with: No usage - never pa ...Read More

There's many ways to segment the market depending on situation, market, product. But consider 2 risks: Too complex and hard to use - sometimes this happens because you have a lot of data, and you can use some fancy analysis techniques and "geek out" to find the "perfect" segments. The problem is that no one understands the result, and you have no way to operationalize that in targeting, qualification, or briefings. Too broad - you define for example just by company size - this can be too generic ...Read More

They all need to come down to revenue impact. How much revenue is the campaign bringing or protecting? This is especially true for Product Marketing that should work across the buyer journey - from attracting the right audience, improving conversion, enabling sales to qualify and sell successfuly. Nevertheless, revenue can take some time and be affected by many things, so you can add some leading indicators (that will lead to revenue) new leads new opportunities (volume and value) win-rate: if t ...Read More

There is no right answer. It depends on the strategy - if it's more driven by self-service (PLG) or sales. In sales-driven organizations, sales bring revenue and, therefore, have a lot of power. This is even more true if there is a CRO (Chief Revenue Officer) that oversees Sales and Marketing. On many occasions, CROs come from a sales background, which means that sales get a lot of weight. The fact that compensation for sales is short-term may drive the organization to make more short-term decis ...Read More

"How to eat an elephant?" "one bite at a time" That's how to approach when thinking about a Market. The question then is, where are you going to bite? First you need a good understanding of the market: who's going after what customers/personas how they position themselves dynamics of the market - network effects, When and how do customers change? Is this a mature or fast-growing market You want to find a segment of the market that you can win - that you have the strength and the possibility to w ...Read More

You need to fill 3 buckets: understand the business understand the organization understand the customer Your leverage point is to build an internal network and gain and sustain a reputation. You're going to set an aggressive 1:1 meeting schedule that will help you build those relationships but also to get inputs about the business and organization. The secret here is prepare this meetings - have a list of standard questions by department/level and you can add more depending on the specific perso ...Read More