Sina Falaki

Sina FalakiShare

Head of Industry Marketing, Motive (Formerly KeepTruckin)
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Sina Falaki
Sina Falaki
Head of Industry Marketing, Motive | Formerly ProcoreNovember 23

In a proper program, Industry Marketing & Campaigns have joint ownership so we both look at the same metrics in order to build pipeline and win NARR. I say this as a preface because Industry and Campaign leadership should work together to:

  • Establish business objectives
  • Set targets, goals, and key intiiatives
  • Help with cross-industry efforts

This should then yield to:

  • Pipeline generation
  • Open Pipe
  • NARR

As such, we should always be looking at broad metrics that lead to:

  • Global NARR
  • Rep Productivity (monthly)
  • ASP (monthly)
  • Close Rate (monthly)
  • Cycle Time (monthly)
  • Market Penetration (quarterly)
Sina Falaki
Sina Falaki
Head of Industry Marketing, Motive | Formerly ProcoreNovember 23

Product Marketers should always be thinking of ways to contribute directly to revenue. In my mind, if it doesn't move the needle, its not meant to be worked on. Prioritization needs to be ruthlessly put into check.

Product Marketers should always key in on:

  • Driving pipeline and top-line revenue growth, inclusive of new logo and cross-sell / up-sell (land & expand growth)
  • Partner with Enablement to ensure quota-carrying teams know what to say to whom and when
  • Develop strategic sales plays

Sina Falaki
Sina Falaki
Head of Industry Marketing, Motive | Formerly ProcoreNovember 23

Naturally you want to look at how your content and its assets have touched the sales cycle. Typically here are a few ways I tend to look at metrics with long sales cycles (upmarket):

  • Conversions NARR
  • Attachment rates - new logo and cross selling
  • Product ASP - the sales price, keep a close eye on this
  • Industry/Segment NARR
  • Gross Pipeline
  • Win/close rates
Sina Falaki
Sina Falaki
Head of Industry Marketing, Motive | Formerly ProcoreNovember 23

Messaging and revenue. But to be clear, here are the specifics:

  • Drive pipeline and top-line revenue growth, inclusive of new logo and cross-sell / up-sell (land & expand growth)
  • Partner with enablement to ensure quota-carrying teams know what to say to whom and when
  • Bring customer feedback into the product and technology team in order to inform product roadmaps.
  • Prioritize, open, and adapt to new markets and industries
  • Drive home differentiated and unique value
Sina Falaki
Sina Falaki
Head of Industry Marketing, Motive | Formerly ProcoreNovember 23

Great question - Because I am so focused on Industry Marketing right now, I have it divided between Product Marketing KPIs and Industry Marketing KPIs:

For Product Marketing:

  • Conversions NARR
  • Attachment rates - new logo and cross selling
  • Product ASP - the sales price, keep a close eye on this

Industry marketers on the other hand look at:

  • Industry/Segment NARR
  • Gross Pipeline
  • Win/close rates
Sina Falaki
Sina Falaki
Head of Industry Marketing, Motive | Formerly ProcoreSeptember 20

Let's start with the expectations: 

  1. Properly understanding cultural appropriations and cues 
  2. Working in different timezones 
  3. Evaluating product marketers strengths when hiring for that particular region - depending on the region, you may want to underly the right skills 
  4. Fostering the right work/life balance - especially abroad, truly understanding working styles and the best method of communication 

Unexpected: 

1. Ensuring the product marketers in each region have a best in class way to communicate with one another and share experiences across the board. At times when its just one or two people, it gets lonely. 

2. Organizational processes can often break. Having a strict set of processes across your teams, especially when distributed in different time zones, needs to be honed in on. 

Sina Falaki
Sina Falaki
Head of Industry Marketing, Motive | Formerly ProcoreSeptember 20

It depends on what stage the business is at and what it's trying to do. Is the business in search of more demand? Are they trying to ensure a product launches without a hitch? Is there proper product market fit? Is there a bigger need for more strategy to properly position the product or audience in order to drive revenue? 

The answer here will ultimately gear you more towards either helping product, sales, marketing, or enablement. 

I do my best to always understand the level of complexity and difficulty for everything I take on. I try to score impact vs work needed to get the job done. At any given time, I'll take on a multiple easy items in order to make sure maintainence is happening for my given role, while picking up a few impactful items that take a bit longer in time, but ultimately drive the biggest impact and success. 

Sina Falaki
Sina Falaki
Head of Industry Marketing, Motive | Formerly ProcoreSeptember 20

Messaging and revenue. But to be clear, here are the specifics: 

  • Drive pipeline and top-line revenue growth, inclusive of new logo and cross-sell / up-sell (land & expand growth)
  • Partner with enablement to ensure quota-carrying teams know what to say to whom and when
  • Bring customer feedback into the product and technology team in order to inform product roadmaps.
  • Prioritize, open, and adapt to new markets and industries
  • Drive home differentiated and unique value
Sina Falaki
Sina Falaki
Head of Industry Marketing, Motive | Formerly ProcoreSeptember 20

To build a solid case to quickly grow a pmm team, a product marketing team must partner with customers and the entire product, revenue, and strategy org to:

  • Drive pipeline and top-line revenue growth, inclusive of new logo and cross-sell / up-sell (land & expand growth)
  • Partner with enablement to Ensure quota-carrying teams know what to say to whom and when
  • Bring customer feedback into the product and technology team in order to inform product roadmaps.
  • Prioritize, open, and adapt to new markets 
  • Drive home differentiated and unique value

Metrics that I look at to drive ROI are: 

  1. Industry/Segment NARR
  2. Gross Pipeline
  3. Win / close rates
  4. Industry/Segment ASP
Sina Falaki
Sina Falaki
Head of Industry Marketing, Motive | Formerly ProcoreSeptember 20

Clear channels of ownership and a deep, relentless focus on prioritization is a must. I would have a product, product marketer on the product side in order to drive product adoption and assist in building the correct roadmap in order for customers and prospects to create stickiness and the other, on the sales and marketing side in order for a solutions marketer to help scale leads and revenue. 

Credentials & Highlights
Head of Industry Marketing at Motive
Formerly Procore
Lives In New York, New York
Knows About Multi-Year Product Launches, Product Launches, Stakeholder Management, Industry Produ...more
Work With Sina
Product Marketing Director
Remote - US
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