Sherri Schwartz

For the past year, we've been using Monday (formerly Dapulse). Everyone on my team loves it. Our creative team also uses Monday, so it has been extremely valuable when that team works on projects with Product Marketing so that we have a clear communication channel and are all accountable for deadlines being met. The different views and search functionality is very robust as well. I can't speak highly enough about Monday.

As early as you can! Even before the clickable demo is built, it's imparative to meet with the PDE team to start planning vision PPT decks, use case stories, personas, etc. Then, as soon as the timeline is built out where you know when it will be in pilot phase, you need to sync up with the Sales teams and do sales enablement training. Throughout the entire GTM process, make sure all channels are involved in stakeholder meetings to provide feedback along the way on what is being developed.

I think it 100% comes down to dedicating extra time to learn about the product quickly and then efficiently executing on the expectations/material that you need to create around it. Also, set up a clear communication channel with them (Slack, Chatter, etc.) where you can continually share industry insights and research that you've found. Extra communication always goes a long way.

Datasheets are still very valuable. We structure our data sheets to hit on the industry overview/challenge, our benefits/value and then wrap up with a section to some of our high-level features. Even in the features section, we lay it out more like a check list with value statements instead of loads of text because we noticed our prospects wanted to consume the information as fast as possible. "Just tell me you have it and why its good..." We have two releases a year on our technology, so we update our data sheets during the release cycle, towards the last sprints when our dev team is at code freeze so that we can safely get screenshots and know that nothing has been cut in development at the last minute.

I spent over five years in my career as a top producing sales rep before breaking into product marketing. The thing I made sure that I could prove how valuable my background in sales could be to the role. As a sales rep, I know what it was like to have valuable material that was easy to use and understand and then I also knew what it was like to feel ill-informed and not have the support and relevant material. To be able to describe that in the interview process was critical.... and to stress the value and importance product marketing has on the sales enablement process. 

Here are a couple of the ways we ensure that PDE and Product Marketing are always aligned: 1. Product marketing is included in all of the long term roadmap discussion meetings with each PDE team. 2. Each product marketer has a product/solution area they focus on and set up either monthly or quarterly meetings to go over marketing material alignment and GTM work. 3. The Product Marketing team sits in every stakeholder review each month to see and hear about the status of what is being developed during the release, expectations and potential hiccups. 4. We are the voice of the PDE team for the entire Marketing group, and report back in weekly meetings to the broader marketing department to make sure PR, events, creative, etc. are all aligned and informed.