Mike Flouton

The product marketing part of the typical career is pretty straight forward. Generally, you will start as a Product Marketing Manaer. In larger orgs, you may take on a Sr. Product Marketing Manaer or Principal Product Marketing Manager title as you become more of a senior individual contributor. Director is next, which may be an IC or your first management role. In larger orgs, the directors may all roll up to a VP of Product Marketing. What's maybe less obvious is what comes before and after the PMM stage of your career. In terms of getting into PMM, most commonly people are coming from a PM or Sales Engineering background. Occasionally, someone will come out of a tech writing or content marketing background, and some will jump straight into PMM from undergrad or B school. For your post PMM career, some move laterally into other functions. Sales or SE if you want to make more money, PM if you enjoy stress and want even more of it. In terms of moving up, VP of Marketing or CMO are the obvious next steps. The good news for those of you who are aspiring CMOs is that there has been a shift in the desired archetype, and most CEOs now have a preference for CMOs coming out of PMM over those coming out of communications or demand generation. It makes sense to me - from my admittedly biased perspective PMM is the hardest job in marketing, and it's much easier to hire a demand gen or comms expert. 

This is a great question. I've been using some variant of cost-adjusted impact scoring to prioritize roadmaps for over 20 years now. Every market, buyer, product and strategic context is different, so there's no one size fits all methodology. RICE is an example of one popular approach, but I prefer something more tailored for the specific situation. Essentially, as an organization we will pick 3-5 outcome measures according to the needs of the business. Examples might be new business growth, churn mitigation, internal efficiency, COGS reduction, etc. The key is to focus on business outcomes here - the what, not the how. So while "system usability" is a great how metric, I'd pick something like churn mitigation or new business impact instead, since system usability would impact either. Next pick your cost measure. It could be FTE weeks. story points, R&D spend, whatever. Put all of your scores into a matrix and trade off the benefits and the cost. You can weight your impacts differently if some are more important than others. That will net out a cost adjusted impact score, and give you an apples to apples view of priorities. A few caveats. This approach is a tool, not a panacea. A good product manager is already doing this work in their head whether they realize it or not, so this is as much an opportunity to "show your work" as anything else. You should go blindly picking up whichever has scored the highest. But it will give you a starting point and help you build transparency and trust with stakeholders.

I might have given you a very different answer to this question a year ago! I used to be paranoid about hiding my roadmap from my competitors, and would share broadly internally and with customers to maximize feedback, yet lock it down for everyone else. GitLab is the most transparent company I've ever worked for, and for the most part our roadmap is on our public website available to anyone. I can't tell you how liberating it is to be talking to a customer who has an obscure question about an area of the product I don't know and to say "I don't know, let's find out" and proceed to pull up a public roadmap page in an unauthenticated session with them in real time. So I guess I would err on the side of transparency these days, with obvious exceptions for the things that truly do need to remain confidential. I guess you CAN teach an old dog new tricks.

This question is impossible to answer in the abstract. It depends entirely on where you are in the technology adoption lifecycle. If you haven't read "Crossing the Chasm" and "Inside the Tornado," go get them immediately and work your way through them. They are relatively short reads and timeless classics you will want to re-read throughout your career. As you will learn, at some points in the lifecycle you might focus 90% on new customers, at others 90% on your existing base (and no, it's not as simple as early=new, late=existing). The real trick is understanding the strategic context of where your product sits in the market at any given time.

I've always said a good PM and PMM should be joined at the hip. The PMM should be bringing market insights to the table and act as an excellent sounding board for their PM. That should be throughout the lifecycle. Far too often what happens is the PM builds something, throws it over the fence at a PMM, and then the PMM is stuck trying to reverse engineer the "why" behind why it was built. That leads to failed products and poor launches. Engage your PMM counterparts early and often.

As a general rule, everyone should have input into the product roadmap. In fact, at GitLab our mission is to make it so that everyone can contribute and we apply the same principle here. A good product manager knows that listening to an idea, asking questions, and truly trying to understand it is in no way a commitment to implement it. So they don't shy away from this dialog, and in fact embrace it. Now, when it comes to doing the prioritization, we need to be market driven and not stakeholder driven. Stakeholders are great for bringing you market insights. As much as we should strive to talk to customers, partners, analysts and prospects every day, there's only so many hours. Stakeholders can round out our understanding of what the market is telling us. It's easy when we all agree on a path forward. In practice, we will have disagreements. This is where it's critical to be transparent and explain why you're making the decisions you are. Having a transparent scoring criteria (see my answer to another question) is hugely helpful here. If your stakeholders can't show with market data why a decision you're making might be incorrect, they need to disagree and commit. If you're in a company where the PM isn't empowered to push back on stakeholders (with data), it might be time to look for another job.

I know it's a cliche, but as PM you are CEO of the product. You shouldn't need guidance from the e-group. Their perspective can be useful, and they will bring knowledge and insights that can help you get to the right market driven insights. But you shouldn't outsource your job to them by relying on their guidance. If you're at a company with a new e-group that doesn't want to provide input into the roadmap, consider yourself lucky! This is your time to shine and show yourself as the market and customer expert as they come up to speed. They will contribute soon enough.

I'd first like to call attention to your last sentence - this is an issue with all of marketing, not just PMM. The CMO the the highest turnover spot on the exec team. There are two reasons IME. 1. The bad news. Marketing is an easy target when times are bad because many of the ways we are supporting the business are indirect. Product delivers stuff or it doesn't. Sales makes their number or they don't. When sales misses their numbers, they blame product and marketing. Product blames sales and marketing. See the problem? 2. The good news. PMMs are in high demand. This is a difficult skill - most technologists can't speak to business people and most business people aren't technical enough to do what we do. A lot of the attrition is voluntary. And even when it's involuntary, PMM is often targeted in a layoff because we are the highest paid people on the marketing team. That's not such a bad problem to have. What can you do to extend your longevity? Make sure your relationship with your head of sales is rock solid and make sure what you are doing is visibleto the C suite and the impact on the bottom line is explicit. 

Perhaps this is controversial, but I would say there are zero pros and many, many cons. MBAs can be useful if you're looking to switch fields. Otherwise, I'd much rather see two additional years of work experience. I've hired MBAs from top 15 schools and from a PMM perspective, I was basically starting from the same place as someone without a degree. 

Coaching/mentoring is my favorite part of the job. But there are certain pre-requisite skills I don't want to spend time teaching you. We could probably come up with a really long list of those, but in the interest of keeping this list useful, I will stick to three. * Be an excellent writer. For your first year or two as a PMM, your life is going to be really tactical. I typically task entry level PMMs with a lot of ghostwriting. Whitepapers, blog posts, sales blasts, campaign copy, etc. Great writing takes a lot of practice. You can learn it by doing, or let it atrophy by not doing. Write for fun and you will be far ahead of most junior PMMs. * Be at least conversant in your market. Find a good news aggregator for your industry (in cybersecurity, I love the cyberwire) and scan the summary every day and try to read at least four or five articles a day. If you're in B2B and have access to a Gartner or Forrester subscription, read as much content as you can get your hands on. Try to find communities of your buyers on reddit, spiceworks, etc and soak up what they are saying. * Get good at talking to people. If you're shy and/or introverted, this might not be the right job for you. Whether you're a PM or a PMM, you need to spend a lot of time talking to and understanding buyers and users. So if you're not really good at probing, discovering, asking second and third level questions, you need to get good at it quickly.