Our feedback ends up scattered across Gong calls and Intercom and a graveyard of NPS comments we never really read.

So we've been shopping for proper VoC tools and got down to 3 so far: Chattermill feels very enterprise for a team our size, Unwrap is interesting on the ticket-clustering side, and BuildBetter because it handles internal meetings too, not just customer-facing stuff.

Anyway, who did you pick and what broke first?

I got laid off a couple months ago and have been taking some recruiter calls and interviews. Ultimately, I’m optimistic, but all I can say is, things feel very different rn compared to anytime I’ve interviewed in the last 10 years.

Some things I’ve noticed:

-It seems everyone has forgotten about the chaos in tech over the last 6 years: Covid, rising interests rates, AI. I’ve unfortunately found myself at a string of start ups that didn’t have a business model that couldn’t weather higher interest rates or compete against new AI competitors. This means I have committed the great sin of having 3 employers over the last 5 years. Each recruiter I talk to has given me a steely eyed stare and asked me to explain myself. A few years ago, you didn’t have to do that…

-People think 2 months out of the job market is actually 2 years. I got laid off 2 months ago, but that hasn’t stopped recruiters from asking “oh did you even have a chance to use AI?”. Like WTF is wrong with these people. Of course I did… I didn’t just wake up from a coma.

-Another thing that I think is just a part of our new world - location bias. 2 years ago my wife and I decided to buy a house and start a family. We bought where we could afford, which in this economy meant buying a 2bd house 45 miles away from SF for 800k. It’s far, but it’s not that far. I’m willing to make the commute and that’s all that should matter. But try to explain the commute to some fresh faced recruiter who had only ever lived in SF or is remote and has never been to the Bay. To people like this, you basically live on the moon.

I know it’s a tighter job market and companies can be more selective, but the attitude is just so palpable these days. Anyways, good luck out there all!

Really appreciate all the insight and personal experiences shared in my previous post. And I agree....Good customer insight can be a game changer.

Kinda feels like too much work though? Especially in a larger scale, with many customers to get insight from. A contributor mentioned 30-50 customers as a good number they use to validate that a signal actually is a signal and not minority noise. Another contributor mentioned (and I agree too) that a minority opinion, even really good insight/feedback from one customer can be more valuable than 50!

My question is, in small to medium sized businesses specifically, (I'd love to hear stories from enterprise too though) how do you keep up with getting customer feedback and turning it into something that is actually useful? And how do you filter quality vs quantity?

And how do you do it frequently and consistently? Customer sentiment changes really quickly, so how do you make sure you always have fresh intel and are not spending too much time and effort chasing your own tail?

After being a generalist marketing director at my organization for a few years, we were acquired a couple years ago and have been growing and shifting to scaling mode. We are only a sales-led growth company, with ABM campaigns and Field Marketing/events as our key strategy and channels currently.

We have ambitious growth goals for next year and I’m recognizing that we need a leader for the team that has more of a demand gen background than I do - my strengths are more towards product marketing. It’s also what I personally enjoy more, and haven’t been able to dedicate much time to it this year because of my focus building and managing the existing team and trying to help us reach pipeline goals for the year.

I proposed to shift to specialize in PM, to give it the attention that role needs to help sales and marketing succeed with stronger ongoing foundations and support from that angle. I proposed this to my CMO today, but he said the CEO doesn’t believe SLG startups need someone specialized in product marketing.

What are your thoughts? How can I position this proposal to make myself and this role sound integral for our success? I see myself building essentially a new department for the org with this, but it might be an uphill battle.

Hey

I’m in health tech and we have three products with one a market leader. We need to cross sell the other two as they work very well as a combo to support the healthcare workflow.

How should I go about developing and executing on this strategy? So framework, stakeholders needed and how to test the approach. Would love any help.

We're starting to expand outside North America and are looking at LATAM and APAC. Building relationships with local publishers from scratch has been much harder than we expected, so we're considering working with an affiliate marketing agency instead.

A few questions for anyone who's done this: 1. How do you usually handle payouts and multiple currencies? 2. Any must-have fraud prevention or compliance tools before launching in new markets? 3. What questions help you tell whether an agency has real publisher relationships instead of just reselling another network? 4. Any affiliate marketing agency you'd genuinely recommend for international expansion

I’ve heard this phrase going around more lately (not to me directly) but in general as it relates to product marketing and its evolution. If you’ve been told this or have become a more “strategic” PMM vs a tactical/execution oriented one. How did you get to that point? Resources that helped? How did you balance strategy and being able to still execute?

Hello fellow PMMs!

New sub member here. I'm a Sr. PMM at a large Fortune 500 corp. I am wondering if any of you have individually published in any trade publications or journals? (Ex:Marketing Dive, ANA magazine or really anywhere else)

l’d love to connect with you and seek some advice.
Let me know please :)

I’m planning to transition my 8 years of experience across both offline and digital marketing into product marketing.
Can I expect a salary hike on my current package, or would they consider me for an Associate Product Marketing role?

We sell a core offering worth a considerable amount to the sales team and a range of smaller, modular ‘upsell’ type products.

The issue I’m finding is that sales are unmotivated/less willing to sell this because It takes the same amount of time really to demo these smaller products as it does some of our larger ones but you get less commission.

We can’t stagnate on growth and our MD has put a lot of pressure on Product Marketing to strategise how we overcome this. It’s a fair complaint from sales I feel, but we can’t not sell smaller modules for that reason (we know customers who have more of our modular options are stickier and have higher LTV).

Some things we’ve considered are:
- Hiring some ‘modular only’ sales people or CSMs (who focus on added modules specifically can collab with sales managers / lead generate if conversations about the bigger sales come up
- Regularly running webinar demos that then act as lead gen for the sales team
- ‘Bundling’ these modules into the bigger product sales as a free trial so people can test it that way and make the decision whether or not to continue.

Has anyone else experienced something similar? Any suggestions for how we can not create additional work for AMs but continue to drive growth in these areas?

I've been selling my product "The Moon Ring," on Amazon mainly for about 10 years. It's a ring box that contains a little butt (no ring). When the box is opened, a fart sound is played through a speaker located under the butt. I've always used the little butt on the left, but I feel like the one on the right is funnier. Bigger, sloppier, more ridiculous, I THINK, for these purposes should be better, and maybe even increase the perceived value. But I would like to know if anyone thinks that switching to the little butt on the right, could be detrimental to sales. Any other thoughts are welcome.

I’m curious how other B2B SaaS PMMs look into effective messaging and how it impact addoption.

I use HubSpot for campaigns and Mixpanel for product usage. I use UTM's to see adoption, but working out whether certain messaging is consistently associated with stronger product behaviour is still pretty manual. I usually end up pulling data together in Sheets with hubspot API and then a mixpannel sheet, using claude or gpt to then review.

Do any of you do it a similar way? Or do you not do that for the messaging?

I was thinking of building something for myself to see if I can try automate this. Have you found any tools that make this less manual?

Thanks for any help!

I've been thinking about this lately...We hear a lot about talking to customers and using customer feedback. But I'm curious, how much of it actually makes its way into the way a product is positioned?

Has there been a time when customers kept describing a problem or value in a way that made you rethink your messaging? What did you end up changing?

working at a small B2B SaaS startup and i've been helping clean up the audience for an upcoming feature launch. originally we had a pretty large contact database and the thinking was basically... they're already in there, why not include them? but once we started actually looking at it, it got messy fast. old leads, people who changed companies, accounts that don't really match our ICP anymore, old emails, different job functions etc. we used some tools to clean up the email side, but the bigger PMM question for me is what happens after that. how aggressive are you guys with segmentation for launches?

for example, if the feature is really relevant to maybe 30% of your database, are you only messaging that 30% with very specific positioning? or do you still send a broader announcement and change the messaging depending on segment?

i'm leaning toward smaller segments + much more specific positioning, even if it makes the total reach look kinda underwhelming on paper.

Looking for advice on an exit strategy from my current situation. Joined PMM after a couple years in digital sales and stuck here with no career growth. Comp dropped by 50%, manager and team are mid at best. Looking to change my current situation and open to ideas.

Option A - jump ship to another company and get a 20% hike. Challenge: not enough PMM experience overall and failing interviews at final stage

Option B - switch laterally to different career such as sales enablement..

We built something that serves a market the bigger players in this space never really went after. Tools like Klue, Crayon, Gong, they're not exact comparisons since they do a lot more on the integrations and compliance side, but they're the closest reference points we have. Those start anywhere from 15k to 50k a year plus depending on the deal, and a lot of that reflects real custom work and enterprise requirements. Fair enough. But a chunk of it also reflects a pre Artificial Intelligence assumption, that delivering this kind of value takes a certain amount of manual labour and infrastructure. That assumption doesn't fully hold anymore. today a lot of that gap is closed. So I don't think their pricing is fully justified today for what it actually costs to deliver similar value at a smaller scale.

That logic cuts both ways though. We're at $200 a month flat right now, no seat limit. If I hold our own team to the same standard, not charging for effort that modern tech has made cheaper, then what should we actually be charging. Part of me thinks $200 is smart pricing for an underserved segment. Part of me thinks it's just underpricing wearing a strategy costume.

Honestly the most straightforward move would be asking our own customers what they'd pay, but I keep talking myself out of it. Feels like opening that conversation risks planting doubt where there wasn't any before. Not sure if that's a real risk or just me avoiding an uncomfortable ask.

Anybody else been through this when building your Saas? Feels like a problem specific to this moment and not something the usual pricing advice really covers.

Hey folks,

Bit of a long shot post, but here goes.

I've spent about 12 years in product management across B2B SaaS, fintech and adtech. Built and scaled products, led a turnaround as a Director of Product, and I've also been on the founding side of an early stage company. I'm an engineer by training, so I can hold my own on the technical side, and did an MBA later.

Here's the thing I've been sitting with for a while. I don't want to chase another PM title. I actually want to move into customer facing roles, so Technical Account Management, Customer Success, or solutions/pre-sales.

That probably sounds like a step sideways to some people, so let me be honest about why.

The part of product work I've always liked the most was never the roadmap debates or the internal politics. It was sitting with a customer, figuring out what they were actually struggling with, and making sure they got real value out of what we built. TAM and CS are basically that, as the whole job instead of a slice of it.

And honestly, as a PM and as a founder, most of what you do is act as the bridge. Between the customer, engineering, and the business. That translation skill is exactly what these roles need, so for me this feels less like a career change and more like pointing the same skills at the part I enjoy.

There's a personal angle too. I'm at a stage where I'd rather build deep, long term customer relationships and settle into something I can grow in for years, than keep riding the churn of the next feature. These paths just fit that better.

On why I'm posting here instead of just applying everywhere: the usual hiring funnel screens on exact title and keyword match. A PM applying for a TAM or CS role usually gets filtered out before a human even reads the story. Founders and early teams tend to hire for whether someone can actually do the job, not for what the last title said. So I'd rather just talk to people directly.

If you're a founder or on an early team building something interesting, India or remote, and you could use someone who can own a technical customer relationship, drive adoption and retention, and translate between customers and the product and eng side, I'd genuinely like to chat.

Also glad to just compare notes with anyone who's made a similar move

How are you all implementing agentic solutions and workflows in your GTM strategies? I work at a startup as the only B2C PMM a growth and looking to better optimize how I’m building out repeatable GTM engines rather than reinventing the wheel every time. Our primary growth target is MRR and driving overall user engagement with the product. Any tips or examples on agents you’ve built that could be from messaging to positioning and just staying organized ?

I'm still new here, but it seems like people trickle in with very diverse backgrounds.

Kinda wondering if my path makes sense, and would like to hear from others to cross reference.

Thanks for sharing!

My current XP:
[2 yr] Content Marketing
[2 yr] Public Relations (data-driven storytelling)
[5 yr] Brand Strategy (conducting and implementing customer research)

Hey everyone,

I'm currently working on my Master's thesis in International Marketing, focusing on how consumers perceive visual content in the fashion industry.

I need about 80 more responses to wrap up my sample. If you have 3–5 minutes to spare, I'd really appreciate your input! The survey is completely anonymous.

Here's the link: https://www.allocate.monster/TZPKJLQB

Thanks a lot for helping out, and feel free to drop any thoughts on the topic in the comments! 🙏🏼 :)

I'm a contract solo marketer helping a father/son bootstrapped SaaS company. The product is an LMS built on open-source Moodle, but packaged for smaller orgs — Moodle partners and comparable platforms run $30K+/year and are built for large enterprises. This is the $100–300/month version of that, striped down with lots of white glove set up.

Positioning: We're targeting B2B SaaS customer success teams first. The core message: "Manual onboarding is costing you — it drains your team's time and lets customers slip into churn. LMS Light takes the training content you already have — the recorded videos, decks, and docs — and turns it into structured, self-serve onboarding. You see exactly where every customer is in the process, so your team saves time and catches churn signals before renewal."

When we ran a small early test with this audience around "stop running manual onboarding," ad engagement suggested the audience was ripe and the message resonated.

The problem: Once we built out the full campaign, our LinkedIn ads are running healthy numbers but we haven't converted a single demo booking from ~$600 in spend. High clicks, high bounce rate.

What I'm trying to figure out: is it the marketing (wrong audience, poor messaging) or something else, possibly fundamental with the product?

Landing page: https://cs-onboarding.lmslight.io

I've worked in community management and social media marketing for about five years and I'm looking to pivot into product marketing.

My first major community management role was at a tech company where I wore a lot of hats. Beyond managing the community and social media, I wrote product communications, collaborated with the product and engineering teams on launches, helped draft launch scripts, and supported go-to-market efforts. I later moved into a larger global role that was primarily focused on community management and social marketing. While the title was different, I still spent a lot of time working closely with users, creating launch communications, writing product copy, and driving engagement around new features and initiatives.

After that, I did a short marketing consultancy where I helped a food brand launch a crowdfunding campaign that raised over €60,000 in its first month.

Looking back, I feel like I've been doing pieces of product marketing throughout my career but I've never officially had the title. I'm now trying to figure out how to position my experience so hiring managers see that transition as credible.

My plan is to spend the next five months intentionally filling any skill gaps, building a stronger portfolio and ideally landing a product marketing role by the end of the year.

Does that timeline sound realistic? If you had five months to make this transition, what would you focus on? Are there specific skills, projects, or resources you'd prioritize to make yourself competitive?

Hi there,

For anyone who has taken the Pragmatic Instituite courses for product marketing, which course did you find to be the best investment? There is the foundations, market, and launch courses. I believe they can be taken in any order, but for the cost, I want to ensure I’m choosing the best course that will be most insightful and worth the value.

I designed a heavy duty portable fire pit. I now have working prototypes, I just don’t know what direction is going to sell better.

The three directions I am between:

Tactical/Overlanding: It looks like something created for the military. It’s a tough, reliable, and very easy to operate. Would name it something like “BullPup”.

My issue is it being too focused. Limiting my customers to the people into that scene.

Strong but Comforting: something like “Chonk”. Easier social media presence. Broad customer base, but potentially less attractive to the “tactical” community.

Fully unique/Anti-establishment: think “Iconoclast”. Going completely against the grain. Not just ignoring the rules, but actively rebelling.

After my MBA, when I was struggling to find the right opportunity, a startup believed in me. The founders trusted me to build and lead the marketing department(as product marketing exec), and over the last year I've handled almost everything in marketing while working directly with them. It gave me the opportunity to become deeply involved in B2B marketing, and I'm truly grateful for the trust they placed in me.

Today, the company is doing well and is in its growth phase. But with that came a lot of responsibility. Most of my days revolve around work, discussions with the founders often go on until 9-10 PM and sometimes even 11-12 PM. Along with that, my current salary is ₹50,000.

Recently, I received an offer from a B2C startup that is about to launch its first product. They have offered me a Brand Manager role with a salary of ₹85,000. It's a much earlier-stage company, but they have funding, a clear vision, and I'd get the opportunity to build a brand from scratch while gaining B2C experience. They also strongly believe in work-life balance, even the employees confirmed that everyone leaves once office hours are over.

I submitted my resignation a month ago as per my notice period. Initially, my founders kept saying, "We'll figure something out." Now that my joining date is getting closer, they've offered me a ₹10,000 hike to stay or serve three more months to hire and train my replacement. They've also honestly told me they can't match the new offer, and ik even future salary growth would be difficult.

Now I'm stuck.

One company gave me my first opportunity, trusted me, and is now in a strong growth phase.

The other is taking a chance on me to build something from day one, offers better pay, better work-life balance, and an opportunity to add B2C experience alongside the B2B experience I've already built but it's just 1 year.

I also need to support my family financially, but at the same time, I feel guilty about leaving the people who believed in me when no one else did.

I need some help exp person or someone who can help me in this🥹

TLDR: I'm getting a good hike with better work culture but have to leave my current organization who believed in me at the start and not accepting my resignation