Marcus Andrews

The big one is thinking they are smarter or better equiped to make roadmap decsions than the product team. Don't do that. Don't make it your crusade to get something on the roadmap. You have to give your Product team the space to make the right calls. If you don't trust them why will they trust y...more

This is my version of the "T-Shaped marketer". It's how I coach PMMs to develop their skills.  https://docs.google.com/presentation/d/1NhRmE4pf96M--bih_MSoT-7YpKW3p51i9_-yBhKhIZo/edit#slide=id.p I think starting by developing a great generalist base of knowledge is key. From there getting good ...more

I think to be a great PMM leader, it's really important to have done the work. So to have owned massive product lauches, designed narratives, led sales trainings, etc. PMM can be an ambigous job so a leader that hasn't been there done that usually isn't succesful.  The hard skill then left to le...more

Not sure if these are "technical skills" Product Marketing isn't a technical job, it's a communications job. But the three biggest hard skills that will help you succeed in PMM and that I interview for are.  Creative Generalist: Does the candidate bring a strong generalist marketing background. ...more

Here are the biggest 2 - communication and teamwork.  PMMs are one of the most cross functional roles in marketing / most companies. You have to be able to bring teams together and create momentum where none exists. This is hard to do if you're not a good collaborater / teammate. Skills like emp...more

It certainly depends but I'd say it's more important to have the right soft skills. Specifically for product marketing teams. What PMMs do can really vary company to company. So while it's likely your hard skills will at least "sort of" transfer, there is no gaurentee.  So, communication, flexib...more