Amy Loh

It's important to set KPIs that directly tie to the overall business or organization's goals. My organization has a P&L so we have a revenue target that we must hit with assumptions around growth and retention for each product. I expect every PMM to understand how we're tracking against that growth target which makes up of other KPIs, such as top-of-funnel metrics (e.g. free trials, leads), conversion rate, churn, etc.  Besides growth KPIs, it's also critical to understand other metrics, suc ...Read More

It's important to make a plan but plans should change when presented with new information.  PMMs on my team are aligned to sprint teams within our organization so that we have a small team of PMM, PM, Engineering, Design, and Data. They have their own rituals and practices that allow them to discuss tradeoffs, reprioritize, and plan their roadmaps. How do they stay agile? They typically have goals/KPIs that they're aiming to hit together as a team. They look at this data regularly and assess if ...Read More

One area that I generally push to understand is the ability to tie their work to business impact. I've interviewed many candidates who have led impressive product launches or been part of a big growth story. When they speak about their experience, I try to understand why they decided to go in a specific direction, what did they learn that made them change course, and how the results ladder up to the overall business goals. I want to hear them articulate how a successful launch ultimately contrib ...Read More

I've worked with many PMM teams at Square, and the best ones put the customer experience front and center. PMM teams are organized in different ways -- by product, channel, stage in funnel, or customer segment. This can lead to individual PMMs optimizing for their own KPIs, creating a disjointed customer experience. The best PMM teams will think about the seams between products and the entire lifecycle of the customer. I'd encourage PMM teams to map the customer journey. For example, what does a ...Read More

I'm lucky that we have great partners in Sales who have developed processes for sales training and enablement. The main challenge is once you roll it out - how do you get them to retain the knowledge and utilize the content?  Highlight how your product can help them achieve their targets - Sales teams have aggressive quotas to hit, so when you showcase how your product sales can help them close the gap, they are more likely to adopt. Use examples of key wins that have really helped achieve the t ...Read More

While leading a smaller team means you're often still in the weeds, it also means you're closer to the customer and metrics. That's a huge advantage to influencing the strategy! Here are a few suggestions: Connect with leadership and understand when strategy discussions or milestones are taking place. This could be annual or quarterly planning and carve out time to be an active contributor to those discussions.  Take time to reflect on what you've learned. Develop larger themes and challenges ac ...Read More

Every market is likely facing different challenges. A more mature market may be tapping into new audiences to drive growth while a newly launched market lacks awareness or feature parity. When creating a global strategy, it's important to recognize the unique challenges of different markets by staying close to in-market experts, such as Customer Success and Sales, and look at all of the GTM challenges to prioritize.  Another challenge is developing content/campaigns for scale -- for my team, it ...Read More

Diverse experiences make you a better partner even if your goal is to be a VP of Product Marketing. Even if your ultimate goal is to become a VP of Product Marketing, product marketing is always a place you can return to after gaining different perspectives. You should dive deeper into different areas to gain varied perspectives and understanding, which will make you a better partner across the organization. Getting more diverse experiences never hurts your ability to be effective in product mar ...Read More

The focus on positioning and messaging depends on the product's lifecycle stage. It's difficult to give a specific percentage because it depends on what phase your product is in. If you're bringing a brand new product to market, you should be spending a significant amount of your time understanding customers, testing different value propositions, and developing positioning. For a mature product, you're probably spending less time on positioning and more on optimizing and thinking about additiona ...Read More

Staying at one company can be beneficial if you're still learning and increasing your impact. I don't regret my eight and a half years at Square - it was a career-defining opportunity. When people ask me how to transition into a new role, I often advise that the easiest way is to do that new role within your current company. If you're trying to break into a new field but are interviewing with companies that don't know your capabilities, it's much harder to make that change. At Square, I optimize ...Read More