Aurelia Solomon

This is a great question. First 30 days: * Focus is on getting to know the team (your peers, execs, and those who work for you) and the product -- and starting to build relationships, build trust and respect from others. * Do a listening tour * Talk to sales, product, cs, finance (internal) * Talk to customers live and listen to gong calls (customers & prospects), read G2 reviews, customer NPS and product/feature feedback & requests * Talk to analysts (gartner, forrester, idc) and read their reports First 60 Days * After you've listened and learned (and of course will continue to learn), put together your reflections. What you've heard, what you see as challenges and opportunities, and what you are going to do to help the company, how you'll measure success (share this brief plan with your executive team -- 5-8 slides total). * Do you have the right people on your team? Do you have the data you need? The tooling you need? * Include any FTE and budget requests you have in this deck (and if you're not ready at this point, you can do this after 60-90 days) * Build the Goals/OKRs (whatever framework your company uses) for the following quarter (depends on when you join) * Now that you've built some relationships, you can talk to leaders of each department about the opportunity to join their team meetings (or a company all hands) to share a bit more about yourself, your team (what is product marketing, how pmm helps their team, how to work together etc). * This is you building your team charter & mission deck - and incorporating "what is pmm and why it matters" so that you can do a roadshow with each team * Pick 1 big meaty project that you are assigning your name to and can start to work on (this might be parenting with sales to rebuild the sales process, redefine your ICP, revamp messaging & the website, build a competitive program, build customer insights & advocacy programs etc). * Identify a few quick wins you can take on and deliver in the next 1-2 months before your 90 days. First 90 Days * Continue executing on the big project * Showcase the results of the quick wins (if possible) * Make sure you're building up your team - and getting them wins. Ensure they are creating value for the internal stakeholders they work with * Reinforcement of PMM and the conversations you should be part of (if you're not in those meetings already) * Imbed yourself in the business at this point - be the glue, be part of the conversations. You might still be listening in some but have valuable inputs to share for others.

The roll-out should happen at the same time you train your internal teams about the messaging & positioning, product value, use cases etc. But, the work with pricing & packaging has to start much early. Ideally you have some idea of the products and features that are going to be released a few months before and can bring it into your pricing & packaging process. I would think about the features based on tier - Tier 1, 2 or 3, and use that to determine if it needs P&P support. Tier 3s likely don't. But something that warrants a Tier 2 or 1 launches typically will. The pricing & packaging recommendation for these should come from the product manager and the product marketing manager leading the launch. It should be based on what problems the product is solving, who it's for/audience/persona, value it delivers, and how it compares to the competition. Is it a catch-up or parity feature? Is it highly differentiated? Is it a nice to have / required capability vs value add? These are important factors to determining the plan the feature will go into or if it should be sold as an add-on/standalone and at what pricing point. One thing to keep in mind is that during the alpha and beta process, you are still likely working through the pricing and packaging. I would caution to not set any expectations with customers that they will get it for free forever. You might do that, but leave the door open to have the flexbility to choose. You can hande this communication in a high touch 1-1 manner since most alpha and betas are relatively small and/or the CSM should be involved to help drive adoption, answer questions etc. 

Pricing & Packaging was owned by Product Marketing when I was at Drift. It's also been like that at my other past companies (Enernoc, athenahealth and Toast). With that said, it's a highly collaborative role - including partnership with sales, product, finance, operations and customer success. And of course, your executive leadership team. Product Marketing owns the function - we are the driver of the pricing & packaging process, hold the pricing committees accountable, hold the meetings & follow-up, and partner with sales enablement to train the sales and cs teams on any pricing and packaging process. Product management is responsible for communicating with their counterpart in product marketing about any upcoming product and/or feature releases that requires pricing or packaging work. We then bring this into our pricing & packaging process -- where our core committee discusses, evaluates and ultimately makes a final recommendation to our executive DRI.

First 30 days: * Focus is on getting to know the team (your peers, execs, and those who work for you) and the product -- and starting to build relationships, build trust and respect from others. * Do a listening tour * Talk to sales, product, cs, finance (internal) * Talk to customers live and listen to gong calls (customers & prospects), read G2 reviews, customer NPS and product/feature feedback & requests * Talk to analysts (gartner, forrester, idc) and read their reports First 60 Days * After you've listened and learned (and of course will continue to learn), put together your reflections. What you've heard, what you see as challenges and opportunities, and what you are going to do to help the company, how you'll measure success (share this brief plan with your executive team -- 5-8 slides total). * Pick 1 big meaty project that you are assigning your name to and can start to work on (this might be parenting with sales to rebuild the sales process, redefine your ICP, revamp messaging & the website, build a competitive program, build customer insights & advocacy programs etc). * Identify a few quick wins you can take on and deliver in the next 1-2 months before your 90 days. * Keep focused on the relationship building. It doesn't happen overnight. When thinking about your quick wins, think about how this impacts the business and which of your internal stakeholders care about it the most. * Be specific about the quick wins you choose. It should help you build respect and kudos from specific stakeholders and help the business. You want to start to understand what motivates each stakeholders and how you can influence them (give them something to build the relationship -- and then that opens the opportunity for you to ask something of them/their team) First 90 Days * Continue executing on the big project * Showcase the results of the quick wins (if possible) * Make sure you're building up your team - and getting them wins. Ensure they are creating value for the internal stakeholders they work with * Imbed yourself in the business at this point - be the glue, be part of the conversations. You might still be listening in some but have valuable inputs to share for others.

I look at leading and lagging indicators for product launches. Leading indicators are your marketing goals (website performance, ad performance, click-through rate, email opens, press pick-ups etc). And Lagging indicators are impact to pipeline (meetings booked, opportunities created, attach rate, deals closed -- both quantity (#) and $ amount. 

They go hand in hand. You need to keep a pulse on your competitors pricing & packaging so that you can adjust or create promos/spiffs to support your sales team when needed. That said, you don't buld your pricing & packaging process based on the competition. You should undersand the market - conjoin anaylsis, willingness to pay, price elasticity, value metrics your buyers assign your product and capabilities that are seen as table stakes versus a broad or niche value driver. You should use this market data (buyers, customers, competitors etc) and your short term business goals to determine your monetization strategy. This strategy will be your north star - letting you say no to any recommendations that don't align to your strategy vs evaluating those that do. Packaging is a strategic job. Pricing is more about the math, margins, etc. But they way you bundle aka package your products, has tremendous implications to how your customers perceive your product and evaluate you as a partner. Most buyers want transparency and simplicity. My biggest learning is that you should make your packaging -- from how you present it on your website to your order form, as simple and clear as possible. That will help you build trust with your buyers/customers and differentiate from the competition (especially those that have tons of add-on/sneaky pricing). 

* Communication and executive presence (and if in a management role, delegation). * As one moves into more senior PMM roles, it becomes more about the softer skills (you already know how to do the core job!) * In a senior role, your success depends a lot on how well you can communicate internally (upward to execs, to peers, to different departments and/or leaders in the business) and externally (with customers, prospects, analysts, influencers etc). * Learning how to clearly articulate your position in a way that resonates and influences will be key to you and your teams success * If managing a team, communication remains critical (provide transparency about leadership decisions, explain the why behind decisions, share information from other teams) but delegation will be your superpower. How can you elevate your team by giving them responsibilities that challenge them and help them grow? All while freeing you up to focus your time on coaching them (and the team) and making space to strategic think and work on meaty, cross-functional business initiatives.

I love this question. Retros/looking back at what we could have done better is so important. It's equally as important as celebrating the positives, the wins, and what we did well. My learnings -Always, always, always train your managers and leaders before your roll our pricing & packaging to the fied (sales reps etc). They are your key to adoption and learning. If they understand the why for the change and how it impacts their teams/them - and have had sufficient time to digest the material and ask questions -- they will be able to field 90% of the questions that come in from the field. And that's how it should be. Strong first-line managers is the key to any sales team and adoption of any messaging or pricing & packaging roll-outs, training, etc. -Make sure you are including sales and cs representitives in your pricing & packaging process. They need to be brought along - and feel that they do have a seat at the table to voice their thoughts and what they are seeing on the front lines. We do this with a Core Pricing Committee that has 1 (2 max) representatives from each of the major departments (Sales, CS, Product, Marketing, Ops, Finance etc). And, we have an executive pricing & pacakging commitee that is informed along our quarterly process with 2 check-ins (midpoint and final feedback). That group is our c-suite: CRO, CPO, CMO, CCO, CFO, CHRO and co-founders. What works well -Establish your core p&p committee and your executive committee. Determine who the final decision maker is (typically a C-suite. ours is our co-founder). This person should be in every meeting throughout the quarter so they have full visibility and context -Over communicate to executives. Keep them informed of what you discussed, what's next, and what's off the plate (and why for all of it). -Establish a quarterly cadence - with set meetings throughout. Our core P&P committee meets 3 times a quarter to discuss P&P proposals sent to us from people throughout the business (or top down), we have 2 check-ins with our c-suite and then a final approval meeting before we begin the systems work and training/roll-out content. The nice thing about having a quarterly process is that it's there if you need it, but ideally, you don't have big pricing and packaging changes every quarter. It should mostly be around product launhces or new features. Big changes should happen once a year - maybe even longer. -Establish tempate that your internal teammates must complete if they have a pricing & packaging recommendation. Why? It forces them to fully flush out their idea and proposal instead of making your committee do it. If they feel strongly about a proposal, they should be able to take the time to do this. I learned the hard way of creating more work for the committee when we didn't have this template and process. -Create a pricing policy. A document that serves as the source of truth for your business. Anyone internally can go there and ready about all thing P&P to find the answers they need. And, you can easily keep this updated by refreshing it quarterly based on the outcomes of your process. 

I know this isn't tactical, but I would make sure to include them in the product launch kick off meeting (which happens ever before you have your entire plan built) because it helps them understand WHY you are launching what you are launching and enables them to feel part of the journey - part of the team - that will make this launch a success. Because ultimately, it is a team that makes launches happen. It can't be done alone. I know this isn't a tactic (quite yet) but I mention this step because it will help you get buy-in so you don't have to 'convince' anyone in marketing to launch this. They will be excited about the opportunity and feel empowered to share their POV on what acitivities/content they can create to support the launch (respsective to their function. So demand gen team comes up with their strategy and shares it with you to discuss, same ad content etc). Tactics -Set goals for the launch tied to quantitatve KPIs that impact the entire business and every function -Create a gantt chart (or Asana board) to track the key milestones (and every deliverable / to-do) of the launch -Schedule your weekly/biweekly meeting cadence -Hold each member accountable to getting their work done. And make sure you've empowered them to 'own' their workstream for the launch so they feel (and are) bought in. -Celebrate their success! And celebrate little wins along the way. Make the launch process fun - and make sure to give credit to your teammates (at the exec and peer level) along the way. 

First 30 Days * Focus on learning the product (demo, the features, product positioning) * Learn about your business (sales process, pipeline, key KPIs, goals/success metrics - the basics of the business) * Listening tour to learn about your customer and competitors * Listen to gong calls from customers and prospects * Review your ICP, buyer persona cards, customer journey etc * Review competitors websites, internal battle cards etc (have them do research on each competitor and continue into 60 days) * Review your brand guidelines (tone of voice, how your write & speak etc) First 60 Days * They should be comfortable demoing the product (confident and able to do it) * Competitive research & voice of customer (ongoing) * Start to introduce them to folks across the business * Identify a few quick wins for them -- what are 1-2 projects they can take on and deliver in the first 60 days to showcase value and feel accomplished? * If possible, have them shadow an ongoing product launch so that they can learn through absorption First 90 Days * Define their scope and responsibilities. * Will they be a generalist? If so, what areas of PMM will you have them work on? * Some ideas: Competitive research & building battle cards, building foundational sales assets (one pagers, building customer case studies, voice of customer (from customer feedback etc)) * Will they have a focus? On positioning? on product launches? * Define what their goals are related to this for the quarter - and how you will measure success for it * Make sure to keep checking in with them (weekly 1-1s). You'll start to identify the areas they are strong and where they need more coaching. Provide that in real-time to them so they can keep learning.