Priya Gill

There are 3 core areas that I ensure I have a solid understanding of before I build my GTM plan (it’s the same for when I have to build messaging & positioning): Market trends & Competitive landscape: Understand what’s happening in the market we’re looking to play in and the customer problems or market gaps we are looking to solve. What similar offerings exist and how does our offering differentiate? Target buyer(s) & their pain points: Get a clear understanding of who my target buye ...Read More

Not sure I completely answer the question. Typically when I ask candidates to give a presentation, it's less about the specific products they're presenting, but rather HOW they present it. Can the candidate articulate how they effectively approached their GTM strategy, from ideation to execution and beyond. Can they effectively launch a product/feature and properly engage the right cross-functional partners to make that launch a success? Are they outcome-oriented and think about the metrics they ...Read More

First off, I'll say that I'm never a fan of making someone create messaging/positioning and defining a GTM plan about the interviewing company's product because you're never going to get to the level of knowledge as someone in the company...and it takes way longer to do it right. OK, rant over. :) Typically when I ask candidates to give a presentation, it's less about the specific products they're presenting, but rather HOW they present it. Can the candidate articulate how they effectively appro ...Read More

There are 3 that I primarily look at that PMM influences (not directly drives): Pipeline / Bookings (Demand gen / monetization efforts) Win rates (Sales enablement and content) Product adoption (Growth efforts) There are metrics that we can directly tie to PMM but that I find to be less meaningful, like engagement rates on content that we've created or product launch metrics which are more a moment in time.  I think that it's totally fine that we don't directly drive the major metrics I mention ...Read More

If you understand the customer problems or market gaps you’re solving for, then you should be able to hone in on your target buyer and the types of customers you want to attract. It’s a lot easier to narrow down to an ICP if your product is already established and you have a base of customers to pull data from. From there you can start looking for patterns to see if there are commonalities across a specific segment of customers: by region, industry, company size, or type of buyer (department, jo ...Read More

I’m assuming that when you say “existing GTM strategy is not working for the product”, you mean that the product launch failed in some way. I think it’s important to first do a retrospective to understand what really happened and rectify the problem areas. Some common areas to explore first: Dig into the data: Is it a conversion problem or top of funnel problem? Assess the product & pricing: Is there product-market fit? Did we solve the customer pain points with the feature set we delivered? ...Read More

The most typical KPIs are pipeline/revenue if it’s a product that can be purchased or product adoption if it’s free. However, there are other KPIs that can be leading indicators to follow. It’ll depend on the feature/product/service you’re launching and what the goal of your launch is, so there’s no hard and fast rule here. But here are some examples depending on what you’re trying to achieve: Product goals Product-market fit: product adoption Product launch success: product-specific pipeline, s ...Read More

This pitch deck is commonly sited as one of the best: https://medium.com/the-mission/the-greatest-sales-deck-ive-ever-seen-4f4ef3391ba0 And I’m not surprised to see that because it has all of the elements you’d likely see in a pitch deck: a unique market shift and the challenges it presents, how your product solves, and customer proof points. It’s short, sweet and to the point. The only challenge is that it can be very difficult to find a market shift / trend that’s truly unique, so more often t ...Read More

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 conten ...Read More

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 ...Read More