The most important thing a product marketer should be doing through this journey is saying 'no' enough. Once aligned, I would focus on the next big win while delivering smaller, tangible outcomes that line up with your success plan. Ask leadership for informal feedback - how you are doing and where you can tweak things. We tend to miss out on helpful feedback others can provide when we are missing context - this is critical during the early days.Ħ0-90 days - Create momentum. Also, do most of your work in the open - it's often not a good idea to wait for the 'big reveal'. Figure out which fires you are going to let burn. Get an A in that even if you let everything else fail or push to the next 30 days.

Focus on your first big win that can be accomplished in under 30 days. Have a healthy debate with your boss and cross-functional leaders in sales, product, and customer success. Create a list of things you are going to focus on to make the most impact on the business. Get familiar with basic analytics and KPIs - need to know what needle to move and what drives it.ģ0-60 days - Make a success plan & set concrete expectations. Talk to customers - jump in on existing calls and ask good questions. This is also a great way to learn the business. Help others behind the scenes on ongoing projects with work you are good at - like writing or editing copy, preparing slides, etc. Hold back from providing ideas unless you are really sure about it. There are a lot of things you could do - and it's easy to get distracted as a product marketer.įirst 30 days - Listen, listen, listen. It's difficult to do it during COVID time but casual coffees and happy hours can forge good relationships with your colleagues. Try to listen before jumping to conclusions. Build solid relationships with sales, product leaders, CS leaders, your team, your managers, extended marketing org. Be mindful that the team has been using/working/following their own processes that may not be the best, but they got work done.įocus on building relationships: You have a blank slate. When I was moving to a new company, she cautioned me to stay away from saying that the things are really broken (in her words - that the kitchen sink is dirty). One of the best pieces of advice I got was from a PMM leader at Salesforce.

People who are already following set processes tend to miss out on improvement opportunities. So, while it's important to understand current processes/tools/SLAs, don't be afraid to propose new things that could save hours and hours of your team. Think of your lack of knowledge for processes/tools more as a 'fresh perspective' you can bring to the team: As a PMM leader, it is important that you invest in building scalable processes and you invest in building some foundational templates. So, although this will never be part of your initial projects, make sure you save time to build your own point of view o the market. Trust me, invest your time in understanding these things better and you will get payoff in the next 12-18 months. In the first 30-60 days, I will focus on understanding things like market opportunity, competitive differentiation, why people buy us? or why they don't buy us?, TAM, Your core market, your adjacent markets. PMMs are fortunate that they get to interact with customers, sales, analysts, product managers and gain insights about competitors. I would focus on the following things:īuild a solid understanding of your industry and target market: As a PMM, you need to bring unique perspectives to the table. The First 100 days are your opportunity to ask questions, make some bold moves, build trusted relationships, and set the tone.

Sample 30 60 90 sale plan presations