Jasmine Jaume

It depends a little on what the situation is with PMM in the company you join (i.e. size and maturity, what the team is currently doing, what your role is going to be, whether you're an IC or a manager), but here's some things to think about:30 days - this first month is all about getting the lay of the land and meeting everyone you'll be working with, building relationships and establishing your credibility! You won't get all of this done in the first 30 days but it's good to get started on the ...Read More

We've changed our structure several times over the years as the business has grown and priorities have shifted, but because PMM at Intercom works very closely with product we have always largely mapped PMMs to specific solutions or product areas. Our current team structure roughly mirrors that of the product team. That means we have 1 or more PMMs mapped to each specific product group, which are either focused on a solution (for example our support solution) or a product area (for example, platf ...Read More

I don't have a set framework as such, but this is the approach I'd take: Meet with stakeholders across the business to understand what's working, where the gaps are that PMM might be able to fill, and ask what they think is the highest priority. Ask lots of questions to understand what the underlying need/problem is, as the 'solution' people ask for might not always be the best way to solve the problem or might be better solved by another team. This is also a great opportunity to start educating ...Read More

In general, PMM roles at Intercom are more of the 'full stack' variety - i.e we cover the whole journey from feeding into the roadmap to launch, including competitive research, buyer/persona/market research, GTM strategy, positioning and messaging, enablement, launch planning etc.Our team sits in marketing and reports into a Senior Director of PMM. Our team structure has shifted several times in the time I've been here, based on changes to the company strategy, product team structure and where w ...Read More

This is a big question! It would be impossible for me to detail all the ways we work with these teams, but at a high level: Sales & CSM: I'm bundling these two together, as the type of work we do with each is similar at a high level. We work closely with sales leaders and the sales enablement team to understand sales' needs, develop messaging and content for them to use with both existing and prospective customers, understand how that messaging is resonating, and creating training and other ...Read More

I think the first step is to understand your buyers and market, so you can define who you're targeting and how you want to position your product. So as you say, competitive research, understanding the pain points of your buyers and customers, talking to your sales team to understand why you win/lose deals and creating an outline of your target buyers (or personas, if you're into those!)I'd then develop a GTM starategy, including defining where you want to position yourself in the market, and a m ...Read More

I believe that the ability to build relationships with stakeholders and influence others is key to being a successful PMM. As you've noted in your question, due to the nature of our role PMMs are often drivers of very cross-functional projects, which involves co-ordinating peers and potentially people more senior than you too.  Really, it comes down to all the classic relationship-building things: Build trust - spend time with the people you need to influence (and not just when you need somethin ...Read More

We collect feedback in various ways. We obviously use Intercom ourselves, so we get user feedback through conversations, responses to our announcement messages and conversation ratings, for example. We also do run NPS surveys, using survey apps integrated into our Messenger. Some of our product team recently recorded this podcast about how user feedback informs what we build, which may be of interest! We also have an amazing research team at Intercom, who will do research interviews, concept tes ...Read More

Many of us in PMM came from a different discipline, so know that it's very common and very doable! I myself came from an editorial background (I studied journalism and worked for an online magazine), then moved into an analytics/reporting role, then into community management, and then into PMM! It depends on what your existing experience is, but some general tips: Look for opportunities to do PMM-related work. Many times, especially in smaller companies, other roles are doing bits of PMM such as ...Read More

This is a classic challenge for PMM teams and the unhelpful answer is it will somewhat depend on how your company is set up. However, ultimately it comes down to demonstrating the value you can bring and building credibility with stakeholders so that PMM get a 'seat at the table'.  Some tips that I've found effective: Show how you can add value, outside of launches (and be proactive - don't wait to be asked to do so!). This could be packaging up competitive and market insights for the product te ...Read More