Kelsey Nelson

Ultimately what you're looking for is for a true partnership: to be more in the loop on what product is building, why, and what initial feedback is from early customers -- a closer teammate to the product development lifecycle. To get there, I've found the most success building trust by proactively bringing market insights to the product team so they see you as a value add in their development work. For example: are you hearing customers talk about a new use case? Capture the feedback and data and share with your product counterpart. Are you seeing win rates rise or fall in their product area? Flag this to your PM, and engage in win/loss interviews to unpack what's going on. The more you can be a partner and add value to the relationship, the more they'll bring you in as well.

Most PMM's I've worked with have done a great job identifying market signals: * New competitor release * New partner release * Analyst research published * Customer/prospect news * etc. The challenge is synthesizing all these signals and quickly recommending action where necessary. I've seen teams capture these insights into a dashboard of some sort (maybe in Google sheets or a slide format), and also in Slack channels where they can flag frequent updates. With exec readouts, some leaders may want to be a part of these channels and see the news as it comes in -- could create a channel like #competitor-news so they get the real time updates (and there are options to automate posting those updates from various sources as well). I've also found that those channels can be noisy so it's helpful to send out a weekly/monthly tl;dr with the top 3-5 takeaways -- and then link to the relevant channel or dashboard should someone want to dig in more. Most important if you take this route: keep the takeaways concise and directly backed relevant data!

Definitely. Like many companies, we've always sized our launches (S/M/L/XL; Tier 1/2/3; etc.) and follow different templates for different tiers. The foundational differences usually align to the volume (not value, volume!) of activities surrounding the launch. Not every feature may need a standalone webpage, or a standalone live sales enablement session. Tier 2/3 may be more effective when bundled into a bigger story, or included only as a blog. I like to scope a Bill of Materials (BoM) to these Tiers in Google Sheets, and make it sortable by tier. (Plus, this way, partner stakeholders can see that it's not that one feature or product is more important than another -- it just may necessitate more assets to achieve the goal of this launch.)

PMMs have two key superpowers that I'd lean on here. Demonstrating excellence in each has been a major driver in my experience for building credibility and shifting out of execution and into a more strategic role: 1. Customer/market insights: Data talks, and I've found the core of many PMMs' individual successes to be grounded in deeply understanding their customer, market and product. By proactively and regularly bringing forward insights from direct customer conversations, insights you hear from sales calls, research from analyst and industry reports, and more, you'll demonstrate a depth of subject matter expertise that makes your input invaluable. 2. Amazing storytelling meets business strategy: Once you've shown that you know your customer and product space inside and out, then bringing forward recommendations about which needles need to move and how you can best do so will be the key to getting out of just launch mode. For example, say you are asked to launch a new feature for a product that's been in market for a few years. How is this product performing overall in terms of new business/upsell? What is the customer sentiment? What does adoption look like? Which of these presents a major opportunity? (e.g. might be a product that is frequently sold but has low utilization.) Launches are just moments for broader visibility -- it's understanding the product lifecycle, what's needed to drive growth, and the most impactful narrative to drive customers toward that action that will be the meaningful formula.

I would not say it is wildly different from a PMM's role in a more traditional sales-led company -- you still need a deep understanding of your customer, market, and product. You still are partnering closely with your product and demand gen teams to drive pipeline and support sales. However, you may have different channels for activation of those messages: unlike a traditional sales-led company, where you (hopefully!) are spending a substantive portion of your time on field enablement, you will now need to leverage direct channels (likely via your digital / demand gen teams) to help prospects progress through their journey. To be successful, spend even more time understanding your customer's communities -- what are their digital 'watering holes'? Where do they go for sources of insight? Ideally these are already on your radar, but with PLG motions, you rely more heavily on the product selling itself, which means you want to understand exactly which problems each prospect wants to solve, work with demand gen to surface your solutions in those relevant spaces, and, when they land in your product, ensure they can see how to achieve that mission.

Events/activations and community-based initiatives can provide interesting avenues to try something new to build buzz for a new product. For a simple idea: can we take the 'influencer' idea and build something for your specific product purpose? E.g. if you're a solution for project managers, can you explore a play on the organizational skills of Marie Kondo, and work with a few early customers to create a fun social campaign spotlighting how they 'let go of old processes that did not bring them joy?' For a bit more involved ideas, I think you can look at creative ways to infuse new products into in-person events. Work at a company that does governance (who has access to what)? Host a fun event where they have to 'request access' to get in, using your product. Work in collaboration software? Create a giant painting with instructions in your collaboration tool, and see how well the painting comes out at the end of the show. You could also try to tackle these virtually as well: 'request access' to get some sort of reward or invite.

There are a few different ways you can do this (and also a lot of tools out there that can help! Pendo, Chameleon, and Braze as examples.) The top three that I've seen include: 1. A push notification or in-product pop-up will get the most urgent visibility for a new feature. 2. You could also use a banner or in-app message can help you get visibility for the new feature without 'interrupting'. 3. The least obtrusive would be to include in a self-service feature manager, e.g. if your app offers the ability for admins to self-service access and turn on features for an EA. This would have less prominence but could be an effective way to introduce and gain early feedback on a new feature before more widely rolling it out. In the first two, these will perform even more effectively if they've been personalized and/or leverage customer usage insights to showcase the relevance of this new feature to the customer's use of your product. For example, if a customer is already using an adjacent product/capability, they may be more apt to try and adopt quickly -- so a tailored message that explains how this new feature is additive to their existing experience could motivate them to move quickly. Alternately, you could use this feature launch as a 'carrot' to drive adoption of core features by creating a tailored message that shows ROI of brands already further along this maturity path.

My biggest piece of advice here is to loop as many folks in as possible, as early as possible, and to keep a close tracker on when/who was involved in those conversations. A product launch requires many parts of the marketing team to deliver a great moment at the time of launch, and to maximize impact post-launch. Some key functions to consider + timing: * Comms/PR: These teams will need time to partner with you on launch comms assets, such as an announcement blog or press release, and also to potentially engage key influencers or press that may want to cover the story. Ideally you should give them an FYI as soon as you have a launch date in mind so they can give input into potential date changes that may benefit your launch (e.g. timed with an industry/owned event, avoid timing of a competitor event, etc.) Internal comms can also make sure you give this the right level of love internally at your company. * Demand gen: these teams are planning campaigns and programs months in advance, so the more warning you can give them as to a new element for a campaign or a potential change in strategy, the better. * Lifecycle/growth marketing: these programs may have more flexibility to add new elements on a tighter timeline, but don't leave them out of your early thinking. * Partner marketing: Partners can be a key amplifier of your launch strategy, so be sure to connect with your partner and partner marketing teams as soon as you align on a launch date to ensure partners are briefed, enabled and ready to support your announcement. * Social + Community: Can be great amplifiers of your message! They may not need as much lead time, but are a great channel to activate and build excitement. I'd also consider leveraging these partners for creative ways to build buzz about your launch: can we think of a contest or creative activation within one of these channels to build buzz, leading up to or as a part of the launch activities? * Analyst Relations: Don't forget about the analysts! A great AR program ensures that you have a pre-brief and/or update strategy in place for product updates and launches, but I also wouldn't be shy about engaging your analysts early and often throughout the product development lifecycle. They can have strong input into what you're building, and also how you frame it. (Not to mention, strengthens your and your company's relationship with them, which is very valuable heading into evaluation time!)

I'm a big fan of bundling, especially for small/medium (Tier 2/3) launches. You could bundle into a one-off launch, but I've seen more success at just setting a regular cadence for bundled updates, which lets your customers know when to look out for the latest from your business. Either way, these bundled updates are more consumable for the market, and it elevates standalone launches to an even higher level of importance with your key constituents. With product -- I've had success raising a few points: 1. The public 'launch' moment and a dev release moment don't necessarily have to be 1:1. It can be ok to deploy a feature into prod (alongside docs, any other MVP info) but do the public announcement some time later -- the worry would be breaking your own news, though if this feature is big enough that it's newsworthy, then it might be one you want to elevate to a standalone moment anyway. 2. Bundling is also a way to get more visibility for your unique feature: by creating a bigger moment, we'll get more eyes on your feature. It also doesn't preclude us from doing targeted post-launch comms to targeted audiences, e.g. in-product messages, working with lifecycle/growth marketing, amplifying via sales, etc.

One framework I really like in great/creative launch storytelling -- and just overall storytelling -- is starting with the end goal in mind: What do you want people who interact with this launch to Know, Believe or Do? Once you've determined that goal, here's where you can have some fun with how you bring this to life. For example, a feature on JIT provisioning might be very cool in the access management space, but less (immediately) exciting for a marketing use case. But the goal is for customers to Know that your solution has best-in-class security best practices and continuously invests to protect them. Here's now where we can have some fun -- what are interesting ways to tell a Protect/Trust story? Are there creative campaigns you can bring that story to life, and use this JIT provisioning feature as a proofpoint?