Tom Richards’ Post

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Product marketing is still misunderstood which means the onus is on **you** to explain what you do and why For team like Product Management and Marketing that are often pressured to perform/deliver and criticized often, it's doubly important to be sensitive to their needs and explain how you work I always try to give some context AND explain how we work together/my role. Something like: "Hey Cynthia! (PM lead) Super excited to be working with you on this launch. My job is to make sure that [Product name] launches on schedule and that the entire company is aligned on GTM strategy and execution. I'm constantly thinking through downstream impacts and upstream requirements, which means I ask a ton of questions to try to understand your work in a lot of detail. I know PM is often criticized and pressured by other teams – I'm here to partner with you and think through how your work (and everyone elses) impacts other teams. My goal is to bring to market this incredible product you've created in the best way possible. It's practically my job to show off your work and make you look good! For this launch, I'm focused on hitting [relevant KPI(s)]. What KPIs are critical for you?"

Product Marketing has caught the attention of many since Brian Chesky's comments in 2023. But its "freshness" comes with problems. Since it's a relatively new discipline, few managers understand how to use them and what they ought to be doing. That's why Product marketers who enter the discipline with innocent enthusiasm get a culture shock when they become the first PMM of a product org: - The responsibilities don't meet the textbook descriptions. - The deliverables they produce aren't used much. - They don't get a seat at the strategy table. - The wrong KPIs are forced on them. The glossy glamour attached to PMM on LinkedIn? Yeah, well, that goes out of the window pretty quickly. Here's a little depiction of the emotional roller coaster I went through. Can you relate?

As a Product Manager, there are some skills you need to acquire; You must be able to identify a problem and make findings on how to solve that problem. You must use the right marketing strategy to be able to reach the users. You must align your vision and make it clear, it will help to carry your team along. You must find the right channels to create awareness of your product. You must be active, giving updates in other to retain the users.

Product Marketing is hard. And that's a good thing... Rally Khouri and I were just talking about this yesterday. Product marketing sits at the center of everything: product, sales, customer success, marketing, and even finance. You’re constantly influencing decisions, aligning teams, and driving strategies. But here’s the hard part—PMMs rarely make the final call. You’re accountable for outcomes without full control of the inputs. That tension and constant feeling of herding cats? It’s what makes PMM so impactful. Without it, you risk becoming just a PPT deck and webpage creator. Feeling central to key decisions means you’re doing the job right—connecting dots, shaping strategies, and aligning the business. As a PMM team, we talk about being in the middle of the hardest problems the company has—and that feeling (which can be frustrating) is often a sign that you're right there.

Product marketing is an underrated cornerstone of product management. 🗿 Without product marketing, it is incredibly hard for PMs to take their products to the right audience and convert their features into success! Read through this detailed post on product marketing in India to get a hands on approach on product marketing and super charge your contribution as a PM. PS: I run a program that can help you take your product management skills to the next level! If you are looking to upskill in PM and crack PM roles, apply for my program through the link on comments. ❤️

When someone says, “She’s a phenomenal product marketing manager” this is what they mean: ✅ She’s a pro at bringing out the best in everyone she works with, and keeps them focused. ✅ She seamlessly blends into every team, and understands everyone’s motivations. ✅ She knows how to pull off a successful product launch like the back of her hand. ✅ She’s ultra flexible, and ultra organized; whether she has unlimited resources, or she’s working with the bare minimum—she can pull anything off. ✅ She asks the right questions, from start to finish. ✅ She’s not afraid of a good idea—regardless of who developed it. In fact, she’s excited to bring it to life. ✅ She’s at natural at developing efficient workflows that EVERYONE can get with. ✅ She doesn’t shy away from tough conversations, and genuinely looks forward to retrospectives. ✨ A good PMM is worth the investment.

Pushing back is a way of a life for a product marketing manager. BUT there’s a way to do it without being a nightmare to work with. 1️⃣ START WITH WHY: Understand what the *actual* ask is. Is it increasing user acquisition? Is it raising brand awareness? Could it be FOMO? (That last one is always fun, right? 😅) 2️⃣ TAKE A DIFFERENT ROUTE: Now that you’ve got an idea of why this person is bringing this to you, help them find a different, more scope-friendly way to get there. 3️⃣ SAY NO (NOT RIGHT NOW): So, you found an alternative. The resources aren’t gonna let it happen at the moment. Say no, explain your reasoning, and *keep the idea in the backlog for a later date.* Actually bring it back full circle; trust is everything as a PMM!

💁♀️ What Does a Product Marketing Manager Actually Do? I get asked often about what I do as a Product Marketing Manager. Honestly, it's hard to pin down! It's a bit of everything, but nothing you can hold up and say, "Look, I made this!" Most days are spent bouncing between meetings, answering a million Slack messages, and making sure I know everything and everyone. We don’t directly build the product, but we shape how it’s presented, who it reaches, and how teams work together to make it shine. It’s a role that keeps things moving—connecting the dots between teams, strategies, and audiences—so when a game launches, it’s ready to win. 📶 🏅 #productmareting #mobilegames #marketingstrategy

Unpopular opinion: Most product marketing teams don't realize there's a limit to how much hype they can generate in a year. Every company has a finite product hype quota. You can split it over 12 product launches throughout the year. Or you can consolidate it into 1-2 major releases. Here’s the reality: - Spreading hype thinly across multiple launches dilutes impact. - Customers get fatigued with constant announcements. - Few major releases create a stronger, more memorable impression. - In fact, 20% of your product launches will drive 80% impact. Focus your efforts. Make your launches count.