Danny Sack

If the marketing machine has been created correctly, this should be fairly measureable. In a prior role we had an excellent demand generation team who tracked how different messaging worked over time. We could run little A/B tests on our dotcom and outreach to see if any messages were particularl...more

This is a really great question and one that will define the role you play in the organization greatly. I like to say that when the PMM team sits in Product Management, they become capital P Product, lowercase m marketing managers (PmM). The focus is heavy on technical capabilities and you're goi...more

Every time I join a new organization, I ask for the same things: * List of key contacts in the sales, marketing, and product teams * Key buyer/user personas * Existing product materials * KPIs for the team From there I construct a 30-60-90 day plan to meet people, learn the products, and cr...more

In smaller organizations, I've found this is much harder. The marketing team, sales team, and product team might all sit very close to each other. Small organizations essentially require everyone to have a technical/product expertise that just doesn't happen in larger orgs. The sales teams will j...more

This is an interesting question. In my experience, the most important soft skills needed for PMMs are influence management, and public speaking skills.   Influence management would be getting people from outside of your department or team to work on your project. Good influence management is n...more

I'll "yes and" Gregg's answer and say that this will really vary by company size and complexity. I was at a startup where my 30-day goals included creating buyer personas and enabling the sales team to talk to the decision-makers. So it was more like a 10-20-30 day goals as described below.   ...more