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How many features did your team ship last quarter that never got a "real" launch? If you had to stop and count, you’re not alone. Product launch (and GTM, in general) feels chaotic right now. AI has made it possible to ship faster than ever, and marketing is racing to keep up. But, when product and marketing aren’t in sync, launches slow down, messaging lags behind the roadmap, and customers simply don't adopt the features. That's why Ramli John and I are teaming up to host the AI PM + PMM Leader Summit on November 17. We’re putting PM and PMM leaders in the same (virtual) room for three hours to figure it out together. We’ll dig into: → How PM and PMM leaders can work hand in hand → Why knowing why customers buy matters more than ever → How to feel sure about what to build when AI makes everything faster → How to bundle and sequence launches so each one tells part of a bigger story → What high-performing teams are doing to close the gap between shipping and storytelling RSVP to save your seat (it's free!) and make sure you invite your product counterpart too 👇🏻 https://lnkd.in/eAeMKgXD

There are 5 key communication moments PMMs need to master. Most only use one (maybe two). That’s why their work goes unnoticed. To make your impact visible and memorable, you need to share your results across five time horizons: Daily Weekly Monthly Quarterly Annually The average product marketer saves everything for annual reviews (with the odd Slack update here and there). By then, it’s a highlight reel. The context is fuzzy and the details get glossed over. But the product marketers who consistently earn trust and buy-in do something different: They make communication part of the job. They build a communication stack that works in layers — tiny signals, meaningful updates, and thoughtful reflections that together form a clear picture of their contribution. Here’s how to build your stack 👇🏻 DAILY Capture the tiny wins that compound over time. Think market signals, small wins, customer quotes, and things you’re learning. WEEKLY Show momentum and ask for what you need. Think blockers, potential risks, projects you moved forward, and areas where you need help. MONTHLY Tell the story of the month and why it mattered. Think movement on metrics, key learnings, and any shifts or change in priorities. QUARTERLY Show the business impact behind your work. Think OKR updates, team resourcing needs, and large competitor trends. ANNUALLY Share the wins that defined your year and moved the business forward. Think business and customer outcomes. When you master these five moments, your stakeholders always know what’s happening, how you’re thinking (this is super important), and where things are headed. You’re no longer hoping people recognize your impact...you’re showing it, clearly and consistently, all year long. And that's how your impact becomes impossible to ignore. _____ 👋🏻 I'm Tamara, and I help product marketing leaders master the habits that make them indispensable. 💌 Want my Sunday strategy sessions? Join 9,000+ PMMs who get my newsletter every week → www.pmmcamp.com/subscribe

If your calendar is full but your influence isn’t growing, this might be why. You’re living in a leadership danger zone. Many PMMs think impact comes from doing more. Others think it comes from being more “strategic”. Both are wrong. High-impact leadership lives in the middle. On one end, you have the "In the Weeds Executor": Always busy Always overloaded Always taking everything on themselves They confuse effort with impact, and as a result, they have low strategic credibility. On the other end, you have the "Ivory Tower Strategist": Big ideas Complicated frameworks And very little real momentum They confuse thinking with leadership, and as a result, they seem out of touch. The PMMs who actually earn trust, influence decisions, and get promoted do something different: They know when to zoom in and when to zoom out. High-impact PMMs don’t pick a side. They shift how they lead based on what the moment requires. That looks like three things in practice: 1️⃣ They separate thinking from doing They create space to step out of execution and ask: → What problem actually matters right now? → What decision would unlock momentum? → What work shouldn’t I be doing myself? 2️⃣ They delegate to create leverage They distribute work strategically to: → Build capability → Remove themselves as the bottleneck → Free up time for direction, not just delivery 3️⃣ They stay close enough to the work to stay credible They don’t retreat into strategy decks and frameworks. They stay connected to: → Customer reality → Team constraints → What’s actually working (and what isn’t) Execution becomes a feedback loop for strategy. This ability to shift how you lead, moment to moment, is one of the most important leadership skills PMMs need. If you’re honest with yourself, which side do you default to more often? _____ 👋🏻 I'm Tamara, and I help product marketing leaders master the habits that make them indispensable. 💌 Want my Sunday strategy sessions? Join 9,000+ PMMs who get my newsletter every week. Click “view my newsletter” to subscribe.

The senior individual contributor role is so hot right now. Companies want them. People want to be them. And product marketers are perfectly positioned to fill them. But, spoiler alert... we've actually been doing this for years as principal PMMs and solo heads of department. PMMs have owned the entire inbound to outbound strategy and operated as high-impact ICs before the title even existed. It used to be a step along the way to leadership. Now it's a leadership role in its own right. Because AI has really truly changed what's possible. Nowadays, everyone is a builder. But there's one key difference between a Super IC and the average IC. Super ICs have the expertise, experience, judgment, relationships, and context to make sure they're building the RIGHT things. So what does it actually take to succeed in this role? I've landed on three skill categories that I think matter most: 1️⃣ Strategy Skills This is the foundation of product marketing, and it's not going anywhere. Before you do anything, you need to make sure you're identifying the best opportunities and moving in the right direction. 2️⃣ Maker Skills Previously, you'd hand off your strategy or lean on multiple teams to bring it to life. Now you can do it yourself. Build a quick prototype to demonstrate your thinking and get feedback. Create a tool that gets your content into the hands of customers or sales teams. Ship landing pages, run experiments, and design dashboards. 3️⃣ Credibility Skills None of it matters without influence and trust. On the front end, you need credibility to get the right context to form the right strategies. On the back end, you need people to be excited about what you're building, to trust it, and to actually want to use it. The magic happens when all three skill areas overlap. That's where you find the Super IC! It's someone who can drive business value end-to-end, own projects from idea to revenue, and iterate quickly without needing to delegate. What do you think makes a PMM a Super IC? And do you think this is just a fad or a role that's here to stay? _____ 👋🏻 I'm Tamara, and I help product marketers become indispensable by building leadership range. 💌 Want more PMM leadership strategies? Join 9,000+ PMMs getting my Sunday newsletter. Subscribe via the link in my profile.

Why do some insights get ignored but others get acted on? Relevance of the insight. Quality of the recommendation. Packaging of the strategy. IMO, PMMs over index on collecting insights and under index on selling the "so what" and the "what next". If you want your research to actually influence decisions, you need to present it effectively. Yes, you need to move fast (there's more pressure to embrace speed than ever before). But you also need to make sure you're moving in the right direction. That means getting buy-in, quickly. And it will require more than just sharing data points. You need to structure and present your thinking in a way that helps leadership feel confident saying yes. Some people call this a business case. I call it a strategic memo. Either way, it's a document that packages your idea into an opportunity that can actually get acted on. Here's the structure I use: 1️⃣ Executive Summary Highlight the strategic opportunity so it's easy to scan. I usually write this part last. 2️⃣ Customer Problems Why does this matter to customers and the business? Provide your key insights and supporting evidence. 3️⃣ Proposed Solution What are you recommending as the approach? Summarize the project, and link out to any other alternative approaches you considered. (No need to cover them all here). 4️⃣ Why It Will Succeed Share your hypothesis and rationale. Why are you confident about this proposed approach? Ground it in historical data and past results. 5️⃣ Success Metrics What metrics will demonstrate success of the project? Include KPIs, any assumptions you've made, and targets. 6️⃣ Cost & Impact What is the expected return on investment on the opportunity? Why will this be worth it? 7️⃣ Risk Mitigation How will you minimize potential challenges? List any known challenges you've considered and how you plan to proactively address them. 8️⃣ Phased Approach Break down each phase of the project, including timelines, deliverables, and planned experiments (how and when will you iterate). This doesn't need to be a multi-page document, and it doesn't need to take weeks to put together. But the act of sitting down to structure your thinking is worth it. If you can't articulate the opportunity clearly on paper, you probably aren't clear enough on it yet. If you're sitting on an insight you think should be acted on, consider building a strategic memo. And if you have an idea that was shot down in the past, it might be time to repackage it and pitch again. _____ 👋🏻 I'm Tamara, and I help product marketers become indispensable by building leadership range. 💌 Want more PMM leadership strategies? Join 9,000+ PMMs getting my Sunday newsletter. Subscribe via the link in my profile.

Most PMMs default to one leadership mode when solving a problem. That's why they don't get traction. The best PMM leaders don't just pick one mode. They stack them. I call this leadership range. Here's what I mean 👇🏻 Let's say you're seen as executional, not strategic. Most PMMs fix this by going right to the top. They try to build trust with execs and ask to be included in important conversations earlier. That's Connector work, and it's important. But it's not enough on its own. The best PMM leaders also activate: → Strategist mode: They understand the power of framing the real problem to solve and then shape their team's mandate around it. → Operator mode: They link everything they do back to org-level goals and OKRs. They make it obvious why their work is important (and strategic). I mapped out four common PMM challenges and the leadership recipes that will actually help you solve them: 1️⃣ You're seen as executional, not strategic 2️⃣ You struggle to get buy-in for your work 3️⃣ You're busy but not focused on the right work 4️⃣ Your team isn't performing at their potential Each one requires you to activate a different combination of modes, and lean into a different set of behaviors. This is what separates good PMM leaders from indispensable ones. Leadership isn't one dimensional. You need to know when to activate each mode based on what the moment requires. Are all 5 of your modes charged and ready to be activated? Take my free PMM Leadership Assessment to find out where you're strong today and where you need to grow 👉 https://quiz.pmmcamp.com/