Jack Wei

I go back to ensuring that the team structure is aligned to business objectives and associated KPIs. My company does have aggressive sales, customer satisfaction, and product adoption metrics (spans across the board) so I like to structure the team accordingly.  I'll use a buyer journey framework to illustrate my ideal state team structure given these objectives (moving from top to bottom of funnel): Content Marketer: Focuses on creating top of funnel assets to drive demand & support categor ...Read More

There are dfinitely many directions to take. I'll try to distill down to two metrics across external & internal GTM KPIs: External Leads, or Revenue within X days of launch Activation/adoption within X days of launch Internal Stakeholder satisfaction (survey) GTM on time delivery, asset readiness The X in days depends on the type of business you're in. For B2C you'll focus on MRR and shorter conversion cycles, likely within the first 15-30 days. For B2B align it with your avg sales cycle for ...Read More

Welcome to the fun world of Enablement! And there are internal + external aspects of this. External Message x Value & benefits: What's in it for your users? Migration is a pain in the ass. Before you get to the logistics, you have to sell them on the why Transition plan: What's the step-by-step guide? Is it one size fits all, or does it require different approaches for different types of users? These need to be documented and clearly laid out.  Timing & cadence: Give your customers enoug ...Read More

Ultimately, the change in win rate against that particular competitor before vs. after your CI project.  There are sub goals and metrics to unpack here:  QoQ change in the competitor features & functions, and messaging The pace at which your product team is able to ship against new intel PM survey results on the usefulness of your CI program This may be a controversial statement, but after seeing CI programs run out of Product, PMM, and Ops at different companies, I think the actual research ...Read More

This ties back to business objectives (corporate level KPIs), and how your team / individual role & responsibility is structured against those objectives. You'll often see that, depending on the company stage and maturity, PMM will skew towards alignment with either Product OR Sales. But it's rarely perfectly positioned in the middle.  Let's say your business has an aggressive product growth target... well then you're likely to staff a PMM that'll specialize in launches, or maybe even a life ...Read More

Maybe this is a better question for my team.  For me, I think it's the opposite. KPIs are valuable for me as a PMM because, through all the noise and new requests/projects that I inevitably get in a specific period of time, I can pull my head out of the weeds and make sure I'm moving towards that targeted KPI. It helps to bring measurable meaning to my work. Due to the fact that PMMs don't have "direct impact" on key biz metrics like revenue or renewal/upsell/churn, the value perceived by other ...Read More

I must ask back: in what context? Because PMM can flex its priorities and alignment towards Product vs. Sales vs. Customer Success (or even Marketing demand gen/comms, I go back do ensuring that whatever KPI is set supports a top 3 corporate objective that the C-Suite cares about. If you forced me to point to a specific KPI, I'd pick #leads or $pipeline generated. You see this especially at smaller, early stage companies where the Marketing team is just getting built out and the team is trying t ...Read More

My answer spans the top hard + soft skills: Hard: Well-rounded across words and numbers. You often hear that PMMs have to be strong storytellers (framing, positioning, mesaging, writing), but the highest-performing and highest-potential PMMs I've worked with are also very analytical and comfortable with some number crunching. In the B2B space, in particular, backing up any story with inspiring message, facts, and data will do wonders.  Soft: Empathy and stakeholder management. Someone who can pu ...Read More

Having consulted for PMM teams, and built/run one from scratch, it's safe to say the areas of responsibility for any PMM is on an ever-evolving continuum. However, I see a difference between a junior PMM vs a first PMM hire... in that the first PMM hire should NOT be junior. That's not a knock on the junior role. In fact, I'm urging early stage Founders/CEOs/VP Marketing to have some semblance of a career path for PMM if your natural inclination is to maximize value from a high performing yet lo ...Read More

1. Always set a clear objective, then work backwards from there. Why is the relaunch happening? Either because the first attempts were deemed unsuccessful by some performance metric, or because there has been a pivot in the business that requires getting the product in front of a new audience (eg. change in target persona, industry, use case, business segment, pricing & packaging, etc.) 2. Build a plan against that objective. Let's say you're relaching because the first attempts did not driv ...Read More