Raina Srivastava

Most significant product launches are time-bound. Key factors can vary from: The typical match with a product's Beta or GA launch Size and impact of the launch: priority, secondary, or tertiary Being part of a broader PR or company strategy, like an announcement at a large event or conference Providing an update at a Board meeting or top analyst briefing, or Even meeting a key customer's expectation. They have a timeline, key steps across channels, internal and external go-live, and success meas ...Read More

I’m in the process of building my own custom GPT for competitive content analysis, and starting to plan for agentic discoverability.The goal? Spot shifts in messaging, positioning, and product narrative - across both traditional websites and AI-surfaced content (LLMs, summaries, chatbot responses). I have used Google Alerts in the past. However, in AI, when the product and roadmap are in motion, the competitive landscape is too. That’s what makes GTM here uniquely fluid. Right now, I track compe ...Read More

Enterprise organizations tend to be more distributed than startups, with much larger teams and more defined areas of responsibilities. It's critical to both understand scope and responsibility areas as well as consistently establish relationships. Example ways of achieving this include: Weekly check-ins Adding them in the feedback loop for key new marketing materials Getting their insights on key customer conversations Sharing and discussing key competitor moves and industry developments Meeting ...Read More

I would focus on research and revenue, which can be highly interrelated. Consider a situation where one or more large strategic customers have indicated a preference for a new product or feature or change to an existing one. Tying your customer insights to incremental or potential lost revenue will strengthen your case. I just launched a new product that delivers multiple products through a single API. The key insight? Delayed delivery due to multiple API integrations was causing a delay in reco ...Read More

My GTM readiness system has three goals: move faster, differentiate clearly, and target smarter.For GTM leaders at OpenAI, Salesforce, HubSpot, Adobe, LinkedIn, or anyone building in fast-moving markets, this model has changed how I work. The shift? Seeing GTM as an iterative living system, not a one-and-done checklist. AI has helped me reverse my GTM focus: 80% on strategy, 20% on execution. It used to be the opposite. That space supports me to experiment with campaigns, GTM motions, and messag ...Read More

With every company pitching AI, consumer marketing today relies even more on the basics: trust, emotion, and immediate utility. At KiwiQ.AI, we’re testing a LinkedIn-focused product built for individuals—founders, creators, and individual brand builders like you and me - who want to build their authority, efficiently and productively, with an always-on thought partner. Here are a few of my learnings about consumer GTM in 2025: 1. Anchor in EmotionFor consumer product GTM, with many users' AI-ind ...Read More

If the Product team has typically worked in silos, is more established, or if there are other barriers like language or geography, establishing a relationship becomes more critical. This could take different forms, such as: Weekly check-ins Adding them in the feedback loop for key new marketing materials Getting their insights on key customer conversations Sharing and discussing key competitor moves and industry developments Meeting in person when possible Building a relationship up and down the ...Read More

Leveraging competitive intelligence deeply enhances your credibility in Product Roadmap conversations. However, competitors and the operating environment could also evolve and change. For example: Your key competitor could pivot to a different product focus area. Your company could move to a different segment, e.g. B2B vs B2C or Enterprise vs Mid-market. Your industry or regulatory body could shift and change to a new direction. New competitors could move into your space. While it is key to foll ...Read More

As a Product Marketer, Product and Sales are my key partners. I ensure we continually strengthen our partnership with: Weekly check-ins Adding them in the feedback loop for key new marketing materials Getting their insights on key customer conversations Sharing and discussing key competitor moves and industry developments Doing this regularly makes roadmap conversations organic and ongoing, over becoming a formal cadence. This also ensures strong cross-functional relationships and offers more op ...Read More

This is a critical topic and can distinguish between your organization being comparative and innovative. However, there are a few important caveats for both: If customer feedback comes from a key customer, consider whether it is a common concern among multiple customers, a logical evolution of your current product, a fit with your target set, and could be a competitive moat. For an innovation opportunity, always assess if it fits your customers and company strategy today and where you would like ...Read More