Establishing Product Marketing

I'm new to Product Marketing. In the interviews that I've done, I am being asked to present a marketing portfolio.

Do you simply have Product Marketers by product/portfolio? Do you have a release communications manager? Someone in sales enablement? What other roles exist in your product marketing teams today?

We only have one product at HoneyBook but PMM does a lot of different things, ie, lifecycle marketing, research, competitive, feature launches, etc.

Do you use ever use NPS or any other survey style?

I'm starting a new job next week! Would love to hear your top tips in general as well as at the director level.

Oftentimes, PMM does not directly execute the campaign but rather provides a foundation or collaterals for sales and marketing to use. How do we calculate our percentage of contribution to the final results?

One of the biggest changes when managing people and a team is handing off the responsibility to others. This is tough to do when you're so used to handling everything yourself. Any tips or suggestions on how to best make that transition?

The demand gen teams can optimize pipeline, MQLs and costs per lead. The sales people work to meet their quotas. Marketing support completes tickets within a time window. What objective measures do we PMMs have?

It can sometimes be a struggle for those on the executive team, or in higher leadership roles, to see the value that product marketing is bringing to the business - especially if they do not have regular interaction. How do you build visibility for you and/or your team, and clearly communicate the achievements and activities throughout the year?

I'm curious if you've observed the impact of adding a PMM to smaller organizations or if you think they're most impactful in larger organizations?

My team used to do a lot of large campaigns so revenue was a really easy target to forecast over a specific time frame and establish as a key result target. However, for a bunch of smaller feature launches that are supposed to drive product adoption/engagement, it is a little trickier to parse out the impact PMM should drive and tie that back to team objectives. One approach I've thought about is setting high-level quarterly objectives for PMM (e.g. drive X monthly active users) and then evaluate feature launches/projects as levers to achieve that overall OKR (so the smaller launches aren't objectives in themselves, but bundled together they help achieve a larger OKR). The feature launches may also have more specific KPIs to measure success (eg X% of users adopt), but they should still ladder up to the north start quarterly metric.