Holly Xiao

Sharebird and Product Marketing Alliance have some great resources on this topic. Glassdoor is also helpful sometimes when folks share interview questions they were asked. So I’d take full advantage of them if you haven’t already. I’ve also googled phrases like “PMM interview questions” or “preparing for a product marketing interview”. You’d be surprised how helpful some of the Medium articles are.

Go-to-market strategy and execution is probably one of the most sought-after hard skills for PMM. But a Product Marketing role varies from company to company. When hiring, I start by evaluating two things: 1. What are our business objectives? When writing a job description, I like to work backward. I always start by considering our business north stars and what pillars a new hire should be responsible for to help us achieve our strategic goals. From there, I break down the pillars into tactical lines: "plan, lead, and manage go-to-market strategies across various channels to drive awareness, demand, and advance our differentiation in the market.” My tip here is to pay close attention to the job description. It can tell you what specific skills the hiring manager is looking for in a new hire. So be prepared to elaborate on your experience in those areas with compelling stories (situation, task, impact, results). 2. What are my shortcomings? Having a well-rounded team is important to me. In a perfect world, we'd all be experts at everything. But that’s never the case. So I try to hire people who excel in areas where my team (myself included) might be lacking. Maybe we're great at GTM, but we can improve on writing. In this scenario, I'd look for someone whose superpower indexes more towards writing vs GTM execution. This way, we balance each other's strengths and weaknesses to maximize business impact. I personally place a greater emphasis on soft skills since almost all hard skills in PMM can be taught. But it depends on what the business needs (now) and what you can develop over time. If I were to hire someone right now, I’d look for someone with the following skills: Soft skills: * Communication skills * Relationship-building skills * Passion and empathy for customers * Adaptability * Problem-solving skills Hard skills: * Writing and storytelling skills * Planning and project management skills * Data fluency

My former manager, Christy Roach, taught me the importance of the following skills, which I've applied to my PMM career to date. (Thanks, Christy!) So copying and pasting one of her previous Sharebird answers around this below: 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.

I don't think this is critical. But it doesn't hurt to have one if this is something that interests you! For most interview processes, we'll ask for work examples or have a homework assignment. So if you already have an online portfolio linked from your resume, that could save us a step. If you do have a portfolio, make sure it is easy to navigate/clean and tells the story you want. Having a mediocre portfolio could distract from your efforts.

I love this question! It’s so important to develop transferrable skills even if you aren’t in a PMM role. That proactive attitude goes a long way in interviews since it shows you're a go-getter. And that’s a quality that can’t really be taught. Here are six ways you can develop product marketing skills: 1. Tell people you're interested in Product Marketing: This doesn’t directly tie to developing PMM skills. But if you’re genuinely interested in PMM, my biggest advice is to let those around you know. Talk to your manager and the product marketing leader at your company to let them know that you’re interested in PMM. In my experience, this opens up a career development conversation and helps you become top of mind when opportunities (like projects or roles) arise. 2. Be deliberate with the skills you build: Research the core skills (soft and hard) PMMs should have and create a list of them. In one of the questions below, I go into more detail on some skills to consider. But once you have the list, map out what PMM skills you can develop in your current position and what those projects/responsibilities might be. Assuming your conversation (from bullet #1) with your manager went well — share the list with your manager and brainstorm ways to develop some of the other PMM skills that aren’t naturally associated with your role. The goal is to accumulate a repository of applicable stories and examples to share in PMM interviews. 3. Step up to help your PMM team: It’s so different learning about PMM at the macro level and actually putting it into practice. Even if your company doesn’t have an open PMM headcount, you may be able to take on some tasks to support your PMM team. Especially right now, when budgets and resources are tight, your PMM team will likely appreciate your help. For you, it’s a great way to gain hands-on experience and get a feel for a day in the life of a PMM. Even if there isn’t anything for you to help with now, it shows your PMM team that you’re serious, and they’ll think of you when a suitable project comes along. A good rule of thumb is to dedicate around 10% of your time to career development. 4. Schedule informational interviews with PMMs: Linkedin is your best friend for this. I recommend reaching out to product marketers at companies you’re interested in for an informational interview. Learn about their day-to-day routine, what they love/don’t love about product marketing and their career journey. There’s a good chance they all took a unique path to PMM that you can learn from. Plus, PMM varies by company, so speaking with a handful of PMMs can give you a broader perspective of product marketing and how it can vary. Bonus tip: it’s SO important to build relationships before you “need” them. 5. Attend a product marketing summit or conference: Some people think they want to be product marketers, but once they learn more about the role, challenges and day-to-day, they change their minds. That’s why doing your homework to dive deep into the function is necessary. Communities like Product Marketing Alliance and SVPG organize conferences/summits every year. So consider attending a conference/event to get an immersive view of product marketing, learn what's top of mind for product marketers, and network with companies & individuals. Who knows, you might meet your future manager or peer at one of these events. 6. Read books! I found the following books helpful in getting started with PMM: 1. Buyer Personas: How to Gain Insight Into Your Customer's Expectations, Align Your Marketing Strategies, and Win More Business by Adele Revella 2. Product Marketing Debunked: The Essential Go-To-Market Guide by Yasmeen Turayhi 3. Crossing the Chasm by Geoffrey A. Moore

I touched on this topic in one of the questions above. That said, I think it’s wise to take a deliberate approach. Otherwise, you're just creating work without getting the output you want. I'd recommend making a list of the core PMM skills hiring managers are looking for. You can find a lot of this information in job descriptions. Once you have the list, map out what skills you can build in your current role and what those projects/responsibilities are. Assuming your manager is supportive of your career development, share the list with your manager and ask him/her/them to help you brainstorm how you can develop some of the other PMM skills that might not come naturally in your role. This will allow you to track your PMM skills over time and have a repository of stories to draw from when interviewing for PMM positions. If you're looking for something a little simpler, writing, collaboration, project management, business acumen, and data fluency are (a few) key transferable skills for PMMs. Is there a couple you can start practicing today?

In my experience, taking your career into your own hands is key. There will be managers who are great about having career conversations with you, and there will be managers who aren't. Be bold and bring it up on your own. Here’s what you can start doing today: 1. Know your strengths, gaps, and aspirations: Sounds basic, but it's important. Knowing your strengths and weaknesses gives you a better sense of how you operate - and a starting point for career development. If you need to figure out what your strengths and weaknesses are, take an online assessment like Strengthfinder. Better yet, ask around. I personally love 360 reviews because it gives you feedback from all directions. Plus, the reviews are typically from people who work closest to you, so the feedback you get is relevant and well-rounded. However, informal methods work too! You can schedule a coffee chat with a coworker or send them a slack to get feedback. Once you have a clear understanding of where your strengths and weaknesses are, define your aspirations. But instead of focusing on titles, ask yourself what kind of work you’d want to do. What does an ideal day look like in your dream role? 2. Create a career development plan & share it with your manager: The next step is to make an individual development plan to outline your career goals and how you'll get there. The document usually includes strengths, development opportunities, long-term career vision, short-term career plan, and immediate growth areas. But don't worry, there are tons of templates on the internet to help you get started. Regardless of the format, it's critical to partner with your manager so you're on the same page about expectations and where he/she/they can help. Once you have a plan, don't just set it and forget it. I can't stress enough how important it is to set aside time to work on your career development and hold yourself (and your manager) accountable. 3. Build your personal board of advisors: Just as a company looks to its Board for guidance, a personal board of advisors offers you support in a broader sense and gives you candid feedback. Each “director” usually specializes in a different area: a compassionate friend, a parent, a great manager, a talented peer, an executive coach, someone in your dream role, and so on. The goal is for you to assemble a team of people who can offer you diverse perspectives, advice, and connections. Building that board takes time, but it's so helpful to have a group of people you can learn from, lean on, and count on - no matter where you are in your career.

It's common for people to move from one industry to another. If you're in eCommerce right now, don't feel like you have to apply for only eCommerce jobs. At the end of the day, it’s really about how fast you can learn and hit the ground running in a new role. I'm a firm believer that you'll learn 70% of a new role while on the job. If you’re making it to the 2nd and 3rd rounds, that signals to me that the hiring manager thinks you have the right experience/skills from your resume. Many factors could be at play, but it may be that you haven't gone in-depth on the core skills they're looking for, or other candidates may be stronger in certain areas, such as market expertise (totally making this up). So they could think you won't be able to onboard or ramp up as fast as someone from the same industry. But that’s your chance to prove them wrong! * Prepare, prepare, prepare: Doing your homework is so important. How much you've prepared really shows in interviews. And as I've mentioned before, go-getters will be considered more favorably by hiring managers (IMO). So spend a few hours researching the market, the company, and its competition ahead of your interviews. Then use that knowledge to frame your answers and ask thoughtful questions in interviews. * Show them you're a quick learner: People hire for experience/skills but, more importantly, team fit and potential. Have in-depth examples at the ready of when you proactively learned something new, took on an ambiguous initiative, etc. Make sure you frame your stories with the situation, task, impact, and result.

The most important thing I can tell you is that your first job out of college won't define your career forever. So don't be afraid to take risks! Several large companies have associate product marketing manager programs or rotational programs that you can apply for. Make sure you check when applications must be submitted, as the programs follow a biannual (I think) schedule. With that said — generally, it's rare to start your career in product marketing because it’s often a more specialized role. So I recommend looking for roles that will help you learn about businesses, customers, and storytelling. Bonus points if you get the opportunity to work cross-functionally. I started my career at a small company (less than 30 people) doing marketing communications and operations. I spent over a year there as the only Marketer, meaning I had to wear many hats. The silver lining was that I learned how a business functions, how teams work together, and the importance of customers. That experience led me to my next role, then the next, and now to Product Marketing at Drift. The point is: building (more) general skills early in your career will enable you to better define the path you want to take later on. So learn as much as possible in every role you're in. For example, if you're in an entry-level marketing role — take full advantage of understanding your marketing channels, how campaigns are developed, and how to track performance. All of that will come in handy, I promise. Just remember, things don’t always work out as planned, but they work out as they should. This sounds cheesy, but I’ve come to appreciate this phrase.

This is a tough one because there’s no “correct” answer. Product Marketing varies depending on the industry, company size, and maturity. So evaluate the “right” experiences based on what you want to learn and what you want to accomplish. I’d challenge you to put the title aside and focus more on the responsibilities that interest you. Generally speaking, the more senior you get, the broader your scope. So I’d say it’s important to: 1. Develop more cross-discipline expertise vs deep discipline expertise. It's often called having "T-shaped" skills, where you have deep knowledge in 1 to 2 areas of product marketing (like GTM strategies) AND a wide range of other core skills at the top of your T (like pricing & packaging, analyst relations, etc). Self-awareness is key here. So take some time to identify what your areas of expertise are. What aspects of PMM can you do in your sleep? On the flip side, what responsibilities are challenging or draining? If you’re a PMM focused on a specific part of inbound or outbound product marketing, look for ways to flex into other areas that aren’t part of your job description. The skills at the top of your T could even include aspects outside of PMM, like data analytics, sales, research, etc. Having a broader knowledge base will help you gain more perspective, which is valuable as your career progresses. 2. Practice influencing without power. This does not mean bringing your ego to work. It’s actually the opposite. Product marketing is one of the most cross-functional roles out there. And we often need to influence groups of people despite not having authority, regardless of our level. That all starts with building great relationships and trust. So invest time and effort in relationship building to make XFN folks “friends of PMM”. Besides relationships, organizational knowledge and subject matter expertise are also important to help you influence. People want to be heard and understood. The more you understand how your business operates, how different teams function, and what their challenges are, the better partner you can be. That’s the power of empathy. So take every opportunity to zoom out — learn about how a business runs, how various functions contribute to overall business objectives, and the challenges different teams face. 3. Learn to be an effective people manager. You’ll likely be hiring and leading a team as a product marketing leader. However, most people underestimate how difficult and stressful it can be to move from being an individual contributor (IC) to a manager. Being a manager isn’t easy. What made you successful as an IC probably won't work in a management position. So, if you know you want to follow that path, start learning! Take advantage of your company's management tools, resources, and classes. Better yet, if you can manage vendors, contractors, or interns, take advantage of those opportunities. The key is continuously asking them for feedback to help adjust your management style. Everyone has different needs and works differently. Make sure you customize your management approach based on individuals’ needs. If you prefer reading, "The Making of a Manager" by Julie Zhou could interest you.