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 pro...

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 o...

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? Migrati...

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 ...

This ties back to business objectives (corporate level KPIs), and how your team / individual role & responsibility is structured against those objectives. You'll oft...

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/project...

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 ...

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, m...

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 ...

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 perform...