If PMM is a new discipline within your org chances are other teams were "covering" PMM unofficially. This could mean product managers trying to wear marketing hats or lifecycle / brand marketers pitching in to support product. My advice is to start developing a rapport with PM leadership out of the gate. Set up team norms, artifacts and practices to operationalize PMM. Look at the product - eng roadmap and create work back dates to maximize marketing impact. If PMs have been doing product marketing, it has likely been side of desk. Most of the time they will welcome your dedicated capacity and collaboration to drive home an even bigger GTM moment. Practically speaking, start setting up boundaries and RACIs so that appropriate transitions can happen to enable your new PMM team and set them up for greater success. Also! Align on creative reviewers but mostly approvers and decision makers. Standardize test, learn, optimize to take any sort of legacy subjectivity out of claims writing, creative reviews, etc.
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