Christy Roach

Christy RoachShare

Senior Director, Portfolio & Engagement Product Marketing, Airtable
Christy Roach
Christy Roach
Senior Director, Portfolio & Engagement Product Marketing, AirtableOctober 8

It’s hard to pinpoint “typical” because product marketing is a field that sets you up for a few different paths depending on what you want to do. Being a product marketer gives you problem-solving, strategy, and execution skills that can help you in so many different careers so I wouldn’t want to say there is one specific path you should take. That said, I’ll talk through the one that I’ve walked, and that I’ve seen many of my peers take as well:

Very few people are product marketing managers as their first job out of college. Some large companies have associate product marketing manager (APMM) or rotational programs that give new grads exposure to this work and, honestly, I wish I had known this existed when I was getting into marketing. For most, myself included, a PMMs career started in a different type of marketing or on a customer-facing team. For me, that was a social media coordinator role for a telecom company. It wasn’t what I wanted to do long term, but it was an important foot in the door.

From there, you build up your marketing skills. I was able to transition into partner marketing as my next role, which gave me the ability to flex my product marketing muscles through the partner efforts I ran. Other roles can be in digital or content marketing or even as a marketing generalist. The key is to build up the foundational skills you need to excel in marketing as a whole.

After 3-5 years of experience, many marketers are then able to move into a PMM focused role. This might be a more junior role to start than other PMM roles on the team but gives you the ability to do product marketing full time.

From there, you’ll often stay in an individual contributor (IC) PMM role for a few years and get promoted into a Senior PMM position. This can often represent a fork in the road. You don't have to lead a team to be a successful product marketer. In fact, I know many PMMs who have become very senior, specialized IC PMMs who are at the top of their field without ever leading a team.

For those that want to move into management, the next step is often to move into a Group Product Marketing Manager role, where you’ll oversee a team of product marketers focused on one specific part of the business. This helps you learn how to lead without being responsible for all product marketing. This is also the time where you have to decide if you like leading a team and getting one step removed from the day-to-day work or if you’d like to go back to IC PMM work.

From there, you can move into a Director of Product Marketing or Head of Product Marketing role which is where I’m at now. Depending on the size of the company, this role is responsible for all product marketing (smaller company) or a specific product line or line of business (larger company).

Moving forward, there are Senior Director and Vice President of Product Marketing roles and, eventually, the opportunity to lead the entire marketing function as Head of Marketing or CMO. I can't speak too intelligently to that since I'm not quite there yet, but that's what's on my mind as I look to become an expert at the Director level and continue to grow in my role! 

Christy Roach
Christy Roach
Senior Director, Portfolio & Engagement Product Marketing, AirtableOctober 8

Everyone’s definition of soft and hard skills differs, but here are the nine skills that I think are the most important for a product marketer to have. I've used these skills as a compass to help me grow in my own career and have turned them into a success guide for my team at Envoy to use:

Soft skills:

  • Cross-functional excellence: As a PMM, you have the opportunity to lead without being a manager of people. A strong product marketer is someone who takes others along with them, rather than telling people exactly what they want them to do. They’re able to create strong relationships across the company, with product managers, engineers, designers, marketers, support folks, and more. They’re natural connectors who know who to go to in an organization to get things done and can influence cross-functional stakeholders to support and prioritize projects.
  • Executive presence and clear communication: As you get more senior, you'll spend more and more time presenting plans, public speaking, and communicating with executives in the company. The stronger you are at presenting and public speaking, the easier this will be for you. Executive presence also means knowing how best to leverage an executive’s skills to get feedback that will help your project, manage their expectations, and ensure they feel like they’re in the loop about work that matters to them. 
  • A pitch in, get-it-done attitude: Being a PMM can be unglamorous at times. Sure, you get to run the big launches, but what people don’t see are the hours you spend writing support macros to ensure the team has what they need to answer incoming tickets, the amount of times a day you have to field seemingly random requests that don’t always fall neatly into your scope of work, and how often you get looped into last-minute, urgent projects that you didn’t plan for. PMMs that can approach this type of work ready to pitch in and help are often those that are seen as the most dependable and trustworthy, which helps them create strong relationships across the company. In my career, I've always made sure I'm never above doing the grunt work that's needed to get something across the finish line. While I don’t do it every day, I’m happy to roll up my sleeves to take a screenshot for a help article or write a macro if it means the team will be more successful and I reward members of my team that have the same attitude.

Hard skills:

  • Market, competitor, and product expertise: PMMs should know their product inside and out, be an expert on its features, capabilities, and limitations, and be able to help partner teams figure out solutions to customer problems. This takes work, and it shouldn’t be overlooked. On top of that, you should know your competitors' products almost as well as you know your own. What does the competitor’s product have that yours does not? Where do you lose? Where do you win? How do they position themselves? These are all questions you should have an answer to. Last, you should know your market. What are the trends in the market in which you operate? What are the factors that influence decision making for your buyers? What’s coming down the line in terms of regulations or industry shifts that your company might want to get in front of? The better equipped you are to answer these questions, the more strategic value you'll bring to your company. 
  • Positioning, messaging, and storytelling: Messaging and positioning isn’t a soft skill - this is something you hone and work at. This skill is all about being able to create tight, clear, compelling messaging frameworks that identify the target customer, nail their pain point and the benefits your solution provides, and clearly explain how you're different than what else is on the market today. A leader I used to work under said “The person who most accurately identifies the problem earns the right to solve it”, and I think that’s a really clear articulation of how specific and focused you should be in your messaging. You always know when a messaging framework is ready for prime time when you would defend every single line of copy, are able to explain why each line is necessary, and can show how each phrase ties back to the feature or product itself. 
  • Know your customer: There are two parts to this. The first is knowing your personas. Specifically, you should be an expert in who buys your software, what their titles are, where they sit in an organization, what matters most to them, and how to market to them. The second is connecting that customer persona with actual customers who use your product. If you’re not talking to customers throughout your day-to-day, how can you represent the voice of the customer to the product team? I have OKRs for my team to have a certain number of interactions with customers each quarter to make sure that customer empathy doesn’t get lost in the shuffle. The key is getting these customer insights and then doing something with them to make sure that those insights are driving your roadmap and activities. 
  • Go-to-market planning and execution: PMMs are responsible for creating unique, impactful, cross-channel GTM plans that will help your product or feature hit it’s launch goals and drive sustained adoption and revenue. Product marketers should understand which channels drive success and identify the metrics they want to move so they consistently hit their goals. Another part of this is studying how other companies run their launches and taking inspiration from that for your own launches to up-level your approach. 
  • Process management: It’s often said that PMMs should act as the quarterbacks to a launch. A big part of this is ensuring there’s a process in place within the marketing team and with partner teams in order to make sure that everyone has the information they need and clarity on what’s expected of them to make the launch a success. If there isn’t a process in place, it’s up to the PMM to create and drive new processes to fix problems. It’s also up to PMMs to point out when a process is no longer working for your team. 
  • Making data-driven decisions: The need for data and analytical skills continues to grow in the product marketing space. I personally wouldn’t call myself a “numbers person”, and I don’t think you need to have the data skills of an analyst to do the job. That said, I do think you need to understand your company's baseline metrics, be able to pinpoint the data that would help the team make a decision, and back up your plans and initiatives with data that supports your proposal in order to succeed in your role and provide value to your organization.
Christy Roach
Christy Roach
Senior Director, Portfolio & Engagement Product Marketing, AirtableNovember 17

Buckle up, I've got a lot of opinions here. I think the first question PMMs should ask themselves is, what unique value do they want to provide to the roadmapping process? Oftentimes, PMMs feel like they should be included in things without having a clear POV as to why. I’ve been guilty of this. It's natural to hear hear about something that feels related to your work and wonder why you’re not there. In this situation, you need to be clear about what goes into the product roadmapping process today without your involvement, what input is already being given, and how successful the roadmap is in its current state before you come in with opinions.

If you’ve done this and you spot gaps in the current process, my recommendation would be to show how you can assist in this process, rather than just asking to be included. Planning takes up a huge amount of time and it can be an uphill climb to get something finalized, which means that there’s often a certain level of concern that comes up when more people are added to an existing planning process. I often joke with my counterparts across marketing, product, and sales that I will be in a near constant planning cycle for the rest of my career. So, rather than asking for an invite without showing why we should be included, it’s always worked well for me to do a little sleuthing and proactively provide something to the team in advance of the roadmapping process.

For example, if you know that the roadmapping process happens one month before the start of the quarter, you can plan to share intel and insight with the product team a few days before that process. I’d recommend focusing on how you can provide intel that doesn’t exist today, rather than trying to sway existing processes. For example, if your sales, success, and support teams are already giving product input to the team, there’s no need for you to pile on there. Instead, maybe there’s a gap in sharing the feedback you’re receiving in the community and on social channels since those customers might not be represented in the feedback the product team is receiving. Spend a few hours synthesizing the feedback and insights and offering up suggestions in a 2-3 page doc, and you’ve successfully added new, helpful, relevant intel to the process.

Additionally, one thing that is often missing from roadmapping processes is competitive and market intelligence. Can you put together an overview of where we are losing to competitors based on lost deals, feedback on third party review sites, and head to head feature comparisons to help give your product team insight on some opportunities to win against key competitors? Or can you provide some market trends that are impacting your target market and a recommendation for how the product team might be able to respond? The key with these suggestions is to not be too prescriptive with how the problem should get solved, but more to map out the opportunities, provide the insight and recommendations, and start the conversation.

Timing is important here. If you provide that intelligence at the right time, right before roadmapping sessions happen, it becomes a helpful input to the process and can help guide decision making. If you provide it too late in the process, the information you share might be helpful but it’s also going to feel like a potential roadblock or hurdle to getting the roadmap finalized. Once you provide this input and the roadmapping process is complete, follow up with your product counterparts to see how the intel you provided helped, what was incorporated, and what additional intel might be helpful for future roadmapping sessions. Now that you’ve shown your value, you should have more opportunity to open the door for your continued involvement in the roadmapping process.

Christy Roach
Christy Roach
Senior Director, Portfolio & Engagement Product Marketing, AirtableNovember 17

I truly believe the onboarding experience is the make or break moment for your product, especially for a self-serve user base. You could have the most incredible product in the world, but if it’s a pain to get set up, you’ll lose your customer.

To improve the onboarding experience, I’d focus both on the folks who did not succeed with using your product and have gone inactive as well as those that did successfully get up and running with your product. What you want to understand is what makes one person succeed and the other fail. Is it a difference in motivation? Skill level? Use case? Once you’ve got your group of users, here are some questions I’d think about asking:

  • What were you looking to use to accomplish? For a horizontal product like Airtable, people’s use cases vary wildly. Having this intel helps you spot common problems across user groups 
  • How important is a tool like to your current workflow? This helps you get at people’s motivations and intent. If this is something they need in their role or something they’re just trying on for size. Another great question to ask here is ‘What happens if you don’t get a tool like set up?’ so you can gauge impact. 
  • Where did you run into problems or roadblocks in getting set up with ? In this question, I find it helpful to guide users through the steps of your onboarding process as they likely won’t remember themselves. This gives you insight into whether there’s a common drop off point in onboarding.
  • What help or resources would you have liked to see as part of your onboarding process? Rather than trying to use instincts to make updates, keep it simple and just ask folks for what would have been helpful to them. Some of the best suggestions I've ever gotten have come from this question. 
  • (For inactive users) What are you using now to manage your process? If they are not successfully using your tool, it will be helpful to get insight into what they're using instead. Did they go to a competitor? If so, can you look at their onboarding process and get inspiration? Did they go back to not using a tool at all for this? At Airtable, people often continue using spreadsheets, so we focus on how to make the transition from spreadsheets to Airtable easier knowing that’s a sticking point for folks. You might get some similar insight to help people move from whatever their manual process is to your product.
  • (For successfully onboarded users) How long did it take for you to start seeing value out of the product? Sometimes products are complicated and it’s going to be difficult to get up and running. If you can get insight into how long it takes for someone to see value, you can understand how to help coach other users to that promised land and can potentially find opportunities to speed up that time to value

    Another suggestion I’d make is to focus on more than just surveys. Having a few conversations with users can be much more valuable than hundreds of survey responses. Sometimes we over-index on data and quantitative insights when really what we need are a few qualitative pearls of wisdom. Get folks into user research sessions and have them sign up for and get set up with the product while they’re on a video call with you. Have them talk through their thoughts, questions, and experience as they do it and I promise you’ll get a ton of insight into what it’s like to get up and running with your product.
Christy Roach
Christy Roach
Senior Director, Portfolio & Engagement Product Marketing, AirtableNovember 17

You’re right that as a self-serve PMM, you’re no longer as focused on sales enablement as many B2B product marketers are. Here are some of the big areas my team is focused on that might be a bit different than a sales enablement focused PMM role. 

  • Acquisition: My team is very focused on how we can help prospective customers understand the value of Airtable, what it can do for them, and why they should use it. We get a ton of website traffic, and our performance marketing team does a great job targeting users, but PMM should have a role in making sure we have the right message and consideration content for these users. This takes the form of messaging for paid ads and paid landing pages, as well as creating landing pages, explainer videos, and more for website visitors to consider pre-signup. We measure the success of this work by website conversion and successfully activated signups. 
  • Activation and user education: Rather than enabling a sales team to sell the product, we focus a lot of our time on enabling our customers to use our product. This takes the form of in product communication, guides and onboarding content, best practices and tips, email drip campaigns, and more. We’ve got a great user education team at Airtable who serve as key partners in this effort and we measure success here by product usage in the weeks after signup. 
  • Conversion and expansion: One of the things I love most about self-serve PMM is how close you get to be to monetization and revenue. A lot of time is spent looking at our pricing and packaging, running programs to increase conversion, and ensuring that customers are growing and succeeding in their use of the product. This is the type of strategy work that gets me most excited and where I focus a lot of my energy. 
  • Internal team enablement: Turns out, you still do enablement in a self-serve PMM role, it just looks a little different. My team should have a very close line to our customer support team and spend time thinking through the types of questions that may come in through our community, support, and social channels and drafting responses that answer questions and ensure customers get what they need to use the product successfully. It’s less work on pitch decks and more work on FAQ docs and incoming pings asking how we should respond to a question we got asked on Twitter, but it’s still an incredibly important form of enablement.
Christy Roach
Christy Roach
Senior Director, Portfolio & Engagement Product Marketing, AirtableNovember 17

There are three main ways that I like to announce features in-product. Please note: I do not recommend you do all three at the same time unless you want your users to find you incredibly annoying. Each has their own time and place, but I find each to be effective in their own way. I've ranked these from least disruptive to the user to most disruptive to the user below: 

  • Contextual announcements: One of the most seamless ways to help customers discover new features is to include the announcements, tool tips, or updates right when they can and should use it. This means that instead of blasting the news right when someone logs in, you think through where you might give the user a bit of a nudge to use or try something new and empower them to take action right away. The pro of this type of announcement is that it seems less marketing-y and more helpful. The drawback is that it’s not seen by as many users since it only shows up when a user goes through that specific product flow. 
  • In product empty states: Not to play favorites, but this is my favorite type of in product marketing. The empty state refers to the first time a user encounters a feature, or the state of the product or feature before any data/information is added to it. For example, the first time you click on Airtable Apps, you see an empty state that gives a hint at it’s value and why you should use it. These empty states give you much more real estate than a modal or tool tip and often you can help the user not just understand that there’s a new feature, but really help them understand the benefit of said feature and why they should use it. The most effective way I’ve seen empty states used has been with in product videos that explain the value of the feature and gets in a bit of user education before the customer dives in. Keep these videos short (under 1:30) and you should see your conversion rate from those empty states spike! 
  • Announcement modals: These are the most ‘in your face’ of all announcements and should be used most sparingly, but they’re often the most effective. These are announcements that pop up for a user as soon as they login to your product, letting them know that you’ve launched something big, new, and impactful. That modal should be short, sweet, and easy to dismiss so you’re not interrupting a user’s workflow too heavily. CTAs on those modals can push a user to start a trial/use the feature or link out to a blog post or landing page that explains more about what’s new.
Christy Roach
Christy Roach
Senior Director, Portfolio & Engagement Product Marketing, AirtableNovember 17

Airtable’s product marketing team has a bit of a unique structure in that we don’t have one “Head of Product Marketing”, we have two. Myself (Self-Serve PMM lead) and my counterpart (Enterprise PMM lead) are responsible for the two sides of our business and both report into our CMO. The other thing to note is that product marketing is a fairly nascent function at Airtable. The company has seen really impressive growth and success over the last few years with only a few dedicated marketing folks - which was one of the things that was most attractive to me when I was interviewing. Because PMM is so new, the structure we have today will probably look wildly different than the structure we’ll have next year.

The self-serve PMM team is a scrappy 2 people right now (myself included) with three additional open headcount. I’m actively hiring and would love to have some great PMMs join my team, so if you’re reading this and interested in helping us build out PMM please reach out :) Our Enterprise/Platform PMM team is a team of 4 folks with two open headcount as well. So all told, our PMM organization should have 11 people (with 2 leads included) by end of year. Who knows what it will look like in 2021. It'll depend on the needs of the business but I can pretty much guarantee it will continue to grow.

Each person’s role is focused on a specific focus area (ex: we have a PMM full time focused on activation, another PMM focused full time on our platform) and their role is tied to specific product usage, ARR, or internal metrics to gauge success. A PMM's sucess at Airtable is determined by the metrics they're responsible for, the impact of the programs, processes, and initiatives they run, the feedback they recieve from their cross-functional partners, and their skill at core PMM competencies like messaging and positioning. 

Christy Roach
Christy Roach
Senior Director, Portfolio & Engagement Product Marketing, AirtableOctober 8

I think the first question to ask yourself is, do you actually want to be an executive? After that, you should also ask yourself what an “executive” means to you.

It turns out that a lot of people feel like they should be shooting to be in the C-suite without actually knowing if they want to be in the C-suite. From my understanding, it’s elite at the top but the air is pretty thin. It’s stressful work, and your neck is on the line when things go poorly. I've decided this is something that I want, but it took some soul-searching before I made that decision. If you decide that an executive role is what you want, you should also think about what level you’re shooting for. Of course, executive usually means the C-suite, but at a large company there are plenty of very high level roles focused just on product marketing, like the VP of Product Marketing or the SVP of Product Marketing.

If you decide that yes, you want to be an executive and no, being a SVP of Product Marketing is not what you want, then there are a few options for you. If you love product, you can chart a course to being the Chief Product Officer. If you make this choice, you’ll need to move into a true PM role and build your career from there. Lots of people move from product marketing to product, and the PMM skillset can help make you a more well-rounded product leader.

Don’t want to go into product but still want to be in the C-suite? Another route you can take is moving into a COO role. If that’s what you’re looking for, it’ll be incredibly important for you to get some operations work under your belt. That can start in marketing ops but you’ll also need to get insight into sales ops and customer ops in order to truly succeed at that role.

Of course, there’s also the option to move into a President or CEO role. As a product marketer, you’re inherently a problem solver so it’s not an implausible jump, but it won’t be a straight shot from PMM to CEO - you’ll likely take a few stops along the way, including a few other C-suite positions.

Christy Roach
Christy Roach
Senior Director, Portfolio & Engagement Product Marketing, AirtableOctober 8

The most important thing to keep in mind is this: having the product marketing title doesn’t automatically mean you get to influence the roadmap. You have to put in the work and show your value to get a seat at the table. There are three big levers to pull here to help you shift the way product marketing works from a team that’s just responsible for the launch of a product to one that’s involved in the entire product process.

1. Create a partnership with your PM: When you’re thinking about how to influence, you’re probably thinking about managing up and influencing people who are more senior in the organization. While I agree that managing up is a key part of a PMMs work, most people are over-indexing here. I’d argue that you should spend the bulk of your time trying to create a strong relationship with your individual PM partners, not their managers or their manager’s managers.

Take your PM partners out for coffee or lunch and get to know them, ask them questions to clarify the assumptions that you’ve made about them, understand how they’d like to work together. Tell them, straight up, that what you’d really like to build is a partnership with them and ask them what a true partnership relationship would look like from their POV. They might not give you the answer you want, but that’s okay - at least you’ve got an answer! Once you know where you’re starting from, you can build from there. Say the PM told you that they don’t think you should be involved in defining the customer problem and you feel strongly that you should - as soon as you know you differ in that area you can start showing your value here, providing information or insights that might be helpful. To be clear, your objective should not be hearing all of your product partner’s opinions and then going on a quest to prove them wrong, but starting to show where you think you can provide partnership can be the starting point you need to shift the way the PM thinks about your involvement in their work.

2. Come to the table with insights and data
A lot of PMMs come to the table with a point of view based on instinct and that doesn’t take them very far in terms of actually being able to influence the roadmap. This is an area that I’ve struggled with most in previous positions because I didn’t have access to data or I didn’t know where to get insights. The insights that are best to lean into are:

  • Competitive intelligence: Looking at how competitors solve a similar problem and what your team might be able to do to match, exceed, or differentiate yourselves from the competitor’s capabilities
  • Market sizing data: Helping a team understand how much opportunity exists in the market for the products or features the team is considering to help them make prioritization decisions
  • Customer-facing team insights: Being the bridge between the sales, CS, and support teams and product and helping give a clear overview of each team’s priorities and needs. So often, the loudest voice gets what they want on the sales side, and PMM can really help make sure the team gets an accurate look at the feedback from all of the customer-facing teams.

Another important factor is to look at when you’re presenting this information to product. So often, PMMs are bringing this intel too late in the game, where decisions are already made and these insights start to feel like hurdles that a PM has to jump over to get their product out the door, rather than something that can help them make decisions. If you’ve built a strong relationship with your PM (see step 1) you can see if they’ll show you their early thinking or investigation into a potential feature or product where you might be able to supplement with insights or data, so you’re doing the right work at the right time.

3. Get leadership bought in
An all-star PMM can do a lot of work to change the way that product thinks about their role, but if it’s just one product marketer pushing on this, you run the risk of that one product marketer getting a seat at the table without the fundamental role of product marketing shifting within your company. PMMs are usually independent, very senior individual contributors but, at a certain point, you need to make sure your head of product marketing and head of product are aligned on what product marketing’s role should be at a fundamental level. Let your boss know when there are issues or roadblocks, keep them in the loop on the work you’re doing to change or shift your role in influencing the roadmap and make sure they can be an advocate for you in making that change.

Christy Roach
Christy Roach
Senior Director, Portfolio & Engagement Product Marketing, AirtableOctober 8

This has changed a ton as my career has progressed and continues to evolve as I get better at my job. What I measure myself on today is very different than what I’ll measure myself on in 3-4 years, and the key is being able to make those mental shifts and not measuring your current role by the same standards you measured yourself on in previous roles.

Today I measure myself on the following:

  • Team engagement: As a leader, I am only as good as my team is. Before I look at their output, I want to look at how they feel at work. I can only be successful if I’m leading a team that is fulfilled, engaged, and happy in their job. At Envoy we do a quarterly engagement survey, but we also do weekly “pulse checks” to see what the team’s engagement is and what their workload looks like. Those scores tell me if I’m leading a high performing, engaged team, or if there’s something amiss. 
  • % of team OKRs hit: I have my own personal OKRs to hit and those continue to help me measure my success but, as I’ve transitioned into leadership, I’ve also measured myself on how my team is progressing towards their OKRs. It’s not up to me to micro-manage their work or take their OKRs into my own hands, but it is up to me to make sure they have the support, feedback, motivation, and guidance they need to hit those OKRs. If we’re missing multiple OKRs on my team, we’ve either set the wrong goals or the team doesn’t have what they need to succeed, both of which reflect on my performance. 
  • Speed at which we’re able to get work done: I don’t like looking at the sheer output of my team because I don’t believe that more activity always means better work. In many cases, we need to do fewer things, better. But, I do want to look at our team’s velocity to see if the team is growing in their ability to get work done and moving more quickly towards their goals because of the processes and systems I’ve put in place to help them. If a team member gets stuck or blocked, I need to fix that. 
  • Feedback from other teams: The members of my team are extremely cross-functional, as am I. I look for feedback from my sales, CS, product, and marketing counterparts to tell me if I’m leading a team that is working well with others, making connections, and contributing to the business. Every time I hear that someone on my team is doing an awesome job or is great to work with, I feel pride in them and in the team I’ve built. 
  • Cross-functional alignment: This is the one that’s really driven by me. I measure myself on how aligned I am with other leaders and the way I’m able to drive buy-in across sales, product, and more to create a successful product and GTM strategy. If we aren’t aligned at the top, our teams will not be set up for success
  • Revenue and customer sentiment: I don’t impact these as directly as I used to, but I do look at the revenue that’s driven from my team’s launches and the customer sentiment via NPS and feedback we hear as a way to measure if we’re creating compelling messaging, driving successful launches and, ultimately, bringing value to our customers and to the business.

How this has changed over time:
I used to look very closely at the metrics I knew I drove. As an IC PMM, that was leads sent to the sales team, revenue generated from launches, product adoption, and customer feedback. As a group product marketing manager, I looked at the metrics or line of business that my team specifically drove. As I’ve gotten more senior, those individual metrics are owned by members of my team, not me. It’s up to me to look at the success of the product as a whole and, more importantly, the success of my team as an indicator of whether or not I’m succeeding as a leader. It can be hard to remove yourself from the day-to-day, there are times that I really miss doing some of the tactical work and have to pull myself back, but shifting how I think about my own success has been key in making sure I’m leading the team well.

Credentials & Highlights
Senior Director, Portfolio & Engagement Product Marketing at Airtable
Top Product Marketing Mentor List
Top 10 Product Marketing Contributor
Lives In San Francisco, California
Knows About Product Marketing Career Path, Influencing the Product Roadmap, Stakeholder Managemen...more