Rahul Chhabria

Rahul ChhabriaShare

Director of Product Marketing, Sentry
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Rahul Chhabria
Rahul Chhabria
Director of Product Marketing, SentryOctober 6
Here's my process, I * Conduct customer and prospect research (exec team will be more likely to be bought in with data - especially from your key personas and customers)  * Consolidate findings and prepare a messaging brief using the framework we landed on.   * Present those findings to and get feedback from key stakeholders - including marketing leadership, sales, and product team - and (most importantly) customers  * Incorporate feedback into the final messaging brief  * Present messaging to leadership along with the data and the 'why' behind the messaging. Present ro...
Rahul Chhabria
Rahul Chhabria
Director of Product Marketing, SentryOctober 6
* Partner with digital marketing to understand the source that drove the user to your property, the actions they took before converting, and the page they converted on (or where they dropped off). * Map out the customer journey from when landing on the website to sign up to active/conversion. Look for the biggest drop-offs and partner with the growth team to A/B test the experience and messaging. * Measure time to conversion. For example, if 10% of new signups are converting to paid in the first week, take what you learned from digital marketing and isolate where these ...
Rahul Chhabria
Rahul Chhabria
Director of Product Marketing, SentryOctober 5
This is pretty common. In my previous life as a PM and now as a PMM, I don’t try to manage the product team and the schedule. I try to get ahead of these challenges by announcing new capabilities while they’re in development and positioning it as “coming soon”, then continuing the drumbeat all the way from the beta release to general availability. This allows us plenty of flexibility when it comes to timelines shifting. It seems to be a common pattern across our industry too. You’ll see companies announce new features and products at their user conferences, but the products are not ready t...
Rahul Chhabria
Rahul Chhabria
Director of Product Marketing, SentryOctober 5
It’s all about making sure the PMM and PM team have shared goals. And in the event an interesting opportunity arises, you can build a business case that supports accelerating achieving your shared goals. In my case, PM and PMM are aligned on revenue and adoption goals. For example, when I first started at Sentry, we had an opportunity to build a partnership with another large service that was in our space but not a competitor. A partnership would lead to perpetual distribution to their audience via their products along with features on their blogs and newsletters. However, in order for us ...
Rahul Chhabria
Rahul Chhabria
Director of Product Marketing, SentryOctober 5
I try to think of our role as Contextual Educators. We’re responsible for providing the best first impression through content and being able to communicate the value of our product well enough to encourage someone to sign up or start a trial. That means testing messaging at scale across multiple audiences, evaluating and owning onboarding email sequences, and analyzing funnel metrics to update/build the ideal onboarding flow to ensure a new or existing customer is successful in achieving their jobs to be done. But our role doesn’t end at conversion, we need to educate continuously. I work ...
Credentials & Highlights
Director of Product Marketing at Sentry
Product Marketing AMA Contributor
Lives In San Jose, California
Knows About Pricing and Packaging, Developer Product Marketing, Enterprise Product Marketing, Gro...more