Becky Trevino

Great question.  To create a powerful partnership between Product Marketing (PMM) and Product Management (PM) it's essential for you to have a common set of KPIs that help you understand whether your work is generating the intended results.  Warning: For this to work best, it's great for these KPIs to be established as early as you can in the product lifecycle. PMs who wait until the last-minute (think 1-2 sprints before a feature/product will be released) risk not getting the most from this par ...Read More

My biggest advice is be customer-focused.  I am a big believer in PMM being a strategic partner to Product Management.  Beyond this simply being my belief, it is hard to build a strong PMM organization unless the business sees the function as strategic. One of the ways in which I've helped Product Marketing to be viewed as an important and strategic function of the business is by influencing the product roadmap.  Each PMM on my team - including myself - is involved at Product Discovery. The reas ...Read More

When looking at the product lifecycle, I typically refer to a framework like Product School’s 7 Phases of Product Development:• Phase 1 – Discovery• Phase 2 – Define• Phase 3 – Design• Phase 4 – Implementation• Phase 5 – Marketing• Phase 6 – Training• Phase 7 - LaunchThe critical points for collaboration occur in phases 5 – 7 described above. In these stages, the PM and PMM work together on messaging & positioning, value proposition, train the sales teams, and build a go-to-market that will ...Read More

There is no one-size-fits-all response to this answer. At Snow Software, where I lead Product Marketing and Operations, pricing falls under me. Prior to my arrival, pricing fell under Product Management. I had an interest in owning pricing and the Product Management lead did not, so it was a quite simple decision. We recently hired a Pricing Manager who works closely with Sales Operations and partners with PM and PMM on pricing strategy.When Product Management owns pricing, I would see the role ...Read More

We have both a Product and Engineering Operations team at Flexera. Our Product Ops org does the following: Product Analytics & Insights: Team owns the implementation of Pendo and a centralized PowerBI site we call The Hive that enables us to have all the analytics we need to run operations in one place. PDLC Execution: Our Ops team works us through the Product Lifecycle enabling us to ensure we deliver on P0, P1, and P2 epics and that the we have give the team the necessary context to priori ...Read More

I recently had a member of my team leave Product Marketing to become a Product Manager. We spent a few months talking through and planning this transition. During this process, what I learned is that the decision to be a PM or PMM comes down to where you enjoy spending your time. PM and PMM are both focused on solving customer problems. They just go about it in different ways. The PM works to build a product that solves the problem whereas the PMM focuses on building the go-to-market strategy re ...Read More

At the end of the day when measuring product, the ultimate measure is how well the product portfolio is doing in market. The mission of product management is to balance the needs of the business with the needs of our customers. If we're meeting all of our Objective and Key Results (OKRs) and the business isn't growing, our product team is not performing well. Yes, we are delivering BUT our delivery isn't translating into growth for the business. In this scenario, you need to understand what's hu ...Read More