Mallory Sword Glenn

There’s a lot of AI hype but there’s also a lot that’s real. I firmly believe we’re approaching a dividing line in product marketing: those who know how to use AI effectively, and those who don’t. The PMMs who become power users won’t just be faster, they’ll be sharper, more strategic, and ultimately more valuable to the business. Here's how I've been using AI lately (and this is just scratching the surface): 1. Research in hours, not weeksI use AI to generate early signals on things like TAM, p ...Read More

I moved into a Senior PMM role without any direct PMM experience, so I’m happy to share some things I learned along the way. The key is to leverage your existing skills, build relevant experience where you are, and make your interest known internally. Try to move into PMM within your current company. It’s so much easier when you already have a reputation for being smart, reliable, and great to work with. PMM leaders are more likely to take a chance on someone they know and trust because it feels ...Read More

The mindset I have around promotions is this: If I want to get promoted, I need to make the business successful. Everyone out there is asking their manager, “How can I get promoted?” Almost no one is asking, “I know that if I want to get promoted, I need to make the business successful. So, what can I do to make the business more successful?” Ask that question and you’ll find your path to promotion. For me, that’s looked like a few key things: 1. Deliver immediate value, then build long-term imp ...Read More

One of the simplest but most effective ways to build consistent, collaborative relationships with Product is to over-communicate and follow through. Sounds basic but when done well, it builds trust fast. Here are a few specific strategies that have worked for me: 1. Respond quickly to the easy stuff If something comes in that you can answer in under 10 minutes, do it right away. It’s a low-effort, high-impact way to show that you're responsive and reliable. 2. Take clear ownershipMake it obvious ...Read More

Assuming we’re defining "technical skills" as hard skills, here are the top three I believe every PMM should develop, and how to talk about them in interviews: Writing Writing is still one of the most important technical skills for a PMM. Whether you’re drafting a blog post, a keynote script, a sales deck, or a GTM plan, you need to communicate complex ideas in a clear, concise, and compelling way, and adjust the altitude depending on your audience. In interviews, this is an easy one to highligh ...Read More

Every org is different, but a lot of the time, we overestimate how much titles matter. Most stakeholders care far more about whether you know your stuff, follow through, and make their jobs easier. The fastest way to earn trust is to know your product and your market. Be the person who can answer tough questions, connect customer insights to roadmap decisions, and translate technical details into real-world value. That kind of fluency builds instant credibility. Then, show up and deliver consist ...Read More

It depends on how your company operates and how each product team likes to work. But as a rule of thumb, you should have recurring, structured touchpoints and be ready to jump in when new insights emerge. A great anchor point is fiscal year planning. That’s when roadmaps are being finalized, budgets are set, and priorities are written down. It’s the perfect time to show up with a clear, data-backed point of view: “Here’s what we’re hearing from customers, what the field is seeing, and where the ...Read More

The fastest way to build trust is to make people's jobs easier and show you know your stuff. Stakeholders don't care about what you did in the past; they care about whether you can help them be more successful. Do a listening tour - Spend the first few weeks in listening mode. Set up 1:1s with key stakeholders to understand their goals, pain points, and what success looks like for them. I ask: What's working? What's frustrating? What can I do to make your life easier? This does two things: it bu ...Read More

I like to use ceremonies and milestones that already exist as forcing functions for roadmap discussions. You don’t need to create new meetings, you just need to show up to the right ones with a clear point of view and data to back it up. Two examples I've seen:1. Use key events to drive alignment.When I’m getting ready to write a keynote or show up to an event, my team goes to Product and says, “Here’s the story we want to tell based on what we’re hearing from customers, seeing in the market, an ...Read More

Nothing beats actually talking to customers. You can have all the dashboards and surveys in the world, but there’s no substitute for getting out in the field and hearing firsthand customers problems and how they talk about the solutions. Here are the loops I’ve found most valuable: Get involved in active deals.Sit in on sales calls. Pitch the product yourself when possible. You’ll see what resonates, what confuses buyers, and where objections surface. The gaps you hear in those conversations are ...Read More