Gregg Miller

Our team is structured by audience type and discipline. We have one part of the team focused on our end users and prospects, another part of the team is focused on our partners, and a third on market research and market strategy. That said, I strongly believe it's important for PMM teams at hypergrowth companies to be nimble in terms of their structure and be willing to redefine roles and responsibilities as company strategy and the needs of the business shift over time.

GTM kickoff meeting: It is absolutely essential to get all the right stakeholders in the same room to get on the same page around what we're doing, why, by when, and with which owners. I like to have my team run these meetings roughly three months before a given launch and use them as an opportunity to share out a preliminary GTM strategy they've developed in partnership with the product manager. The goal of the meeting is to provide a concrete rough draft detailing strategy and assets and timeline and owners for everyone in the room to pressure test and improve upon. It should be a collabo...

It sounds like the first issue that needs to be resolved at your company is the amount of resourcing on the PMM team. If you're barely staying on top of product launches, you have no capacity for the major projects and responsibilities that you see going to other teams -- leadership every time will care more about the work getting done than where the work gets done (and if that "where" has the right philosophical justification of ownership).  Your options are to either scope down the volume of product launches by bundling features together or defining marketing launches as only being appro...

Communication: You simply must be a good communicator to be a stellar product marketer. So much of our discipline requires strong communication in order to provide clarity (both externally and internally) and develop and exercise influence. Strong communication to me spans written skills, presentation creation skills, public speaking skills, and executive presence.  Adaptability: The potential list of things you might work on as a product marketer is so incredibly long and diverse! Someone who is excited by the chance to parachute into new situations and create new deliverables they've nev...

Oh man, this is a tricky one!  It's important to start by first identifying the source of tension. Is it due to leaders of those teams (or the leaders of those leaders) not seeing eye to eye and their conflict flowing downstream? Is it due to your predecessor being a jerk? Is it due to one team not following through on their commitments which in turn hurts the other team?  I'd recommend then asking "what's my scope for influencing the relationship?" If you're a relatively junior IC PMM, you have a high scope for influencing your own relationship with a sales leader or PM counterpart, but ...

I think the best approach for PMM is to employ a mix of programmatic and opportunity specific approaches to aligning stakeholders around customer priorities. Programmatic approaches are best for clarifying improvement opportunities for the existing buyer and customer journeys. Tools like win/loss analysis, monitoring key sales pipeline metrics (closed won ratio, time to close, etc.) and investigating where any metric is underperforming, and customer advisory boards are all great ways to keep a finger on the pulse of business performance and where to focus for improvements. Opportunity spe...

Regardless of role, there's a universal tradeoff between small and large companies and it's about what kind of impact you find most motivating. Would you rather have broader impact across the business and more autonomy/flexibility in the scope of where you focus, or would have rather have a deeper impact on a narrower slice of the business but at a scale that touches millions or even billions of customers/users? This is just as true of product marketing. Typically you'll have a much more structured, much more narrowly scoped remit at a larger company but the scale of revenue/customers will ...

30 days: Balance being an absolute sponge and learning by doing. Be a sponge by reading every doc you can get your hands on (enablement materials, case studies, team quarterly/annual plans, research studies, etc.), talking to as many prospects and customers as possible, and scheduling 1:1s with both stakeholders and company leadership. Learn by doing by getting involved in low-risk, low-hanging fruit activities where a PMM touch is needed but perhaps don’t require a ton of context. 60 days: Hopefully you’ve gained enough context by 30 days to start to get an idea of what the big challenges...