Priya Gill

There are usually two sets of core metrics that I look at to assess whether our efforts are positively influencing the right outcomes: * Marketing metrics: pipeline, campaign/content performance, bookings (PQLs if you work closely with the product growth team) * Sales metrics: average deal size, average win rate, ARR There is also the kind of impact that PMMs can have that are not necessarily quantifiable - such as influencing the product roadmap in a way that eventually leads to greater market success for your product(s). At the end of the day, it all comes back to revenue and ho...

Simply, we combine market, customer, and competitive insights with product innovation to deliver a unified narrative and winning GTM strategy for the company. This means focusing on four core areas: * Product: Drive market success of the product and solutions portfolio by ensuring strong product-market fit, compelling messaging, differentiated positioning, and strategic pricing & packaging * Demand: Drive demand by supporting strategic marketing plans that cement industry authority, build brand awareness and drive pipeline growth * Enablement: Drive revenue and retention by em...

There are four areas where I believe that PMMs can add the most value, and that’s where I usually start my assessment to identify the lowest hanging fruit: * Product: Do we have product-market fit with our ideal buyer? Is our messaging differentiated and compelling? Is our pricing and packaging competitive? * Demand: Are we targeting the right personas, industries, categories? Where are we winning and are we doubling down effectively? Are there untapped markets worth pursuing? * Enablement: Are our win rates, average deal size and pipeline conversion strong? How does ARR / G...

I’ve been hiring for quite some time now that I typically know when I have a great candidate, so I don’t believe that I need to structure the recruiting process to go slower just in case a better PMM might come along. It is a tough market, so if you have a great candidate that you and your hiring panel feel great about, hire them!

Product Marketing is an incredibly cross-functional role, and your success depends on the success of others. So building relationships and ensuring alignment with your key cross-functional partners, like Sales, CS, Demand Gen and Product are absolutely crucial. However, in a post-pandemic world, working remotely is more of the norm and you’ll find that many of the people you work with will also be working fully or partially remote. So staying connected while remote shouldn’t be as difficult as it may have been 2+ years ago.

Regular engagement and alignment in key. I meet with my cross-functional leadership team bi-weekly to ensure we’re aligned on the needs of each team as they evolve and areas of focus. Key goals and deliverables: PMM with Sales: Drive sales success by developing content needed to support the pre-sales customer journey and business goals, such as use cases, pitch decks, customer case studies, and other prospect facing content. PMM with CSM: Drive customer success by developing more in-depth content needed to support the post-sales customer journey and business goals, such as detailed use...

It really depends on the type of enablement that you’re doing and the problems you’re looking to solve. But at the end of the day, there are two key metrics I’m always looking at, which is the average contract value (in conjunction with number of deals won) and the win rates. In addition to looking at whether there’s a measurable increase/decrease, there are other factors I assess: * Consumption of enablement materials: What % of the field has been trained? And how are the materials being used in prospect conversations or follow-ups? * Gong calls: Not everyone has Gong (software that ...

I’m not sure what you mean by “category management”, but many of the experiences you list are key experiences that any PMM should have. Having said that, many hiring managers (including myself) look for PMMs with traditional product marketing experience. Many PMMs who’ve made the leap from non-traditional backgrounds do that within the company they’re already working in (and therefore have established credibility) or know someone personally at the company who can vouch for them.

This is a tough one because it’s difficult to set any sort of revenue targets for your industry if sales is not fully aligned and compensated to sell to that industry. You could be setting yourself up for failure. Not sure who’s requiring you to set a target in this way, but I would first ensure that you have strong buy-in from your leadership / your executive team on what the expectations will be around accountability. Having said that, you could approach it in two ways: * Set target based on internal metrics: Look at your revenue, growth rate, average contract value and win rates ov...