Patrick Cuttica

This depends heavily on the make-up of your company and your product portfolio. Early on, I thought of our team as product marketing generalists. Each PMM covered a wide range of responsibilites tied to the commercialization of our product straetgy including: core product positioning, product launches and release management, various sales enablement efforts, assisting with in-app copywriting, executing internal product enablement (technical trainings, demo environment, etc.). Over time, we began ...Read More

This is a great question. A fair amount has been written about where Product Marketing should exist within the broader company structure—just Google "where should Product Marketing report" and you'll find a bunch of articles on the topic. During my time at Sprout Social, we spent more than 3 years as part of the Product Team and nearly 2 reporting within Maketing, which is where we currently sit. All of this is to say, being thoughtful about how you position your product marketing team within th ...Read More

This will vary from company to company depending on what industry you’re in, the make-up of your product portfolio, what your go-to-market and sales strategy looks like (are you strictly enterprise-focused or SMB-focused? Do you sell across all segments? etc.), the overall stage of the company, and probably many other factors. When I was at Sprout, we started with a dedicated Go-to-Market team that was made up of essentially product marketing generalists who owned a large swath of responsibiliti ...Read More

Retaining good talent for high demand roles in a competitive market is, obviously, tough. But I think it's also easy to overthink it. Not to oversimplify, but two things I always try to keep in mind are: Continuously providing new opportunities: It's easy to get stuck in a rut if you feel you've been "assigned" to support a specific product or product area and all you do is manage launches and releases. There is so much more to the commercialization of product straetgy (which is how I would defi ...Read More

This is an awesome question and one that I've thought a ton about as we've scaled. I touched on this a bit in another answer (“When thinking about adding new talent to your team - how do you structure focus areas?”) but will reiterate and expand here. As our company has scaled, I don’t think it’s necessarily the case that our key stakeholders as a Product Marketing team have changed, per se—rather, I think of it more along the lines that our key partners in supporting those stakeholders have evo ...Read More

I don’t know that this is really any different than creating and reenforcing a culture for any team, really. I think a great place to look for inspiration is your company's overall value system and culture.  For example, at Sprout Social, a few of our core values are to: Celebrate chnage Solve hard problems  Seek simplicity Promote open, authentic communication These are values that are obviously core to being an effective and successful product marketer as well. Also, I kind of think about the ...Read More