Reflecting on 2023: Can You Relate?

Hi beautiful people,

First of all, I want to express my deep gratitude as I reflect on launching this newsletter in March. As a first-time mom juggling life, consistently posting each month is a feat beyond my expectations. It's incredibly rewarding to see 477 of you subscribing to my newsletter – your support means the world! Despite minimal promotion and the abundance of similar newsletters, this organic growth is phenomenal. Hearing someone say, "I read your article – it changed my perspective," warms my heart. ??

For the December edition, I aim to make it special by sharing reflections on my year as a PMM. So it’s going to be very personal, sharing both my experience as a product marketing professional and people’s manager. Some reflections may resonate with you, others may not.?

Let’s crack on!?

The biggest professional challenge of 2023 - Breaking down silos

In 2023, I found myself exhausted from breaking down silos. Despite the availability of modern technology and the resumption of travel in the post-COVID world, fostering collaboration and alignment among people has proven challenging. I've had to push exceptionally hard to be heard, promote collaboration, and establish common goals. This remains an area needing improvement in the coming year.

This challenge prompted a realization that the classic Product Marketing Manager (PMM) team structure in large organizations, like mine, may contribute to the issue. The conventional PMM structure typically involves a Head of PMM leading the team, with various PMMs responsible for individual products/portfolios, verticals/markets, and specialists in areas like competitor intelligence or enablement.

Don’t get me wrong, this structure works. But it tends to create silos.

Portfolio PMMs tend to get overwhelmed with the product they are taking care of (even though it might not be as impactful compared to other products that their peers might be working on), and therefore cannot keep up with the rest of the team. The same happens with the market/vertical team that is overwhelmed by requests from sales and marketing. The specialist PMMs struggle to get heard when trying to push a project through with already overworked teams.

Considering the fast-paced nature of the future, I believe the classic PMM structure lacks the dynamism and agility needed.

My theory proposes that PMMs might fare better in a cross-functional team setup, a concept that could warrant a dedicated article in 2024, perhaps?

The biggest personal challenge of 2023 - balancing first-time motherhood with striving for excellence

Parenting challenges merged with work during COVID. However, there's a need for increased awareness, empathy, and support for parents of newborns, irrespective of whether they're first-time parents or experienced ones (as sleepless nights and exhaustion are universal). This struggle is particularly pronounced for expat parents without nearby family assistance.

My biggest personal challenge this year was accepting that I can't maintain the same level of productivity as before I had my child. Especially in moments when my child needs me unexpectedly. I'm learning to prioritize, delegate, and say no. I'm fortunate to receive tremendous support from both my manager, Cyril Leman (without your support, Cyril, I wouldn't have made it), and my company, TomTom

To be an A-class performer and an effective people's manager, it's become clear that less is more and ruthless prioritization is the way to go. You need to be protective of your time, it’s the most valuable resource that you have.?

Focus of 2023 - Enhancing my PMM toolkit with sales and buyer behavior?

While I may not boast about product launches or successful GTM campaigns, my focus this year has been on delving deeply into:

1. The realm of sales
2. Understanding buyer behavior
3. Bridging the two worlds, and finally?
4. Translating this knowledge into actionable strategies within my company.?

A significant influence on my journey was the book of the year – "Selling is Hard, Buying is Harder" by Garry Hess. It's become my go-to guide, available in both hard and digital copies. A must-read for any PMM or marketer looking to enhance their understanding of the intricate world of sales and buyer dynamics.

This book and a lot of reflection also led me to the greatest aha moment of 2023: if I am extremely frustrated with the B2B buying process, it must frustrate my customers too. I’ve spent an insane amount buying various software, an activity that is neither reflected on fancy product marketing responsibilities charts nor job descriptions.

There is a huge disconnect between what sellers do vs what buyers actually want from the companies when they are on the venture of buying something.

B2B buying shouldn’t be hard. It’s time we change the narrative. In 2024 my team and I are on a mission to bring buyer experience that I would appreciate as a purchaser to market.?

Achievement of 2023 - Building a new enablement team from scratch?

This year began with my new role at TomTom , where I lead a brand-new sales enablement team within the product marketing function (which I prefer to term "Revenue Enablement" – check out this article to understand why). I am only starting but so far I have enjoyed the ride.?

Becoming an expert in enablement has been a steep learning curve. It’s proved to me again that if you want to learn on the subject fast, your best bet is neither courses, nor books, but people ( Tjeerd Veninga , I use your wisdom documented in my notes ever since we spoke).

Just picking up the phone and doing interviews — that’s when PMM skills are quite handy ;). LinkedIn experts have also become my daily learning nudge, especially Nick Lawrence , whose posts were a breath of fresh air in moments when I would get lost.?

Here are some helpful steps that I took in case you face a similar challenge:?

1. Assess the current sales and buyer dynamics:

- Identify business challenges, sales, and buyer pain points.

2. Conduct collateral and training gap analyses, along with demo inventory.

3. Establish benchmarks, such as sales confidence, pipeline velocity, and buyer stage duration, etc.?

4. Build a vision and objectives:

- Align team capabilities with company goals.

- Create a team charter, clearly defining roles, scope, ongoing projects, and OKRs.

5. Spend time building relationships with Sales Leadership:?

- Establish regular catch-ups to stay informed and avoid last-minute involvement.(WIP)

6. Keep the team focused:

- Prioritize five key projects based on assessments, adapting only if the business undergoes significant changes.

7. Optimize the tool stack:

- Ensure a well-organized tool stack, including project tracking, sales enablement tool, data analytics, Learning Management System (LMS), and demo tools. ?

While one part is turning into an expert, another one is leading the team.

I have to say that I got lucky with the exceptional talent within my team ( Alessandra V. & Frederik Bohez ) who have been instrumental in holding down the fort, especially when I need to deal with personal challenge #2. This leads me to the main lesson of 2023 - embracing vulnerable leadership.?

As a relatively new people manager, I recognize that some lessons can't be found in books. They must be lived, experienced, and embraced, even if it means making mistakes and being vulnerable.

Vulnerability, far from a weakness, is a human and natural trait that fosters openness and connection.

Sharing personal and work challenges with my team encourages discussions and empathy, an insight that is also observed by the Harvard Business Review. ?

This also brings me to a slow realization that leadership isn't just about charting the course and guiding the team; it's also about seeking the crew's help, admitting when you've lost your way, or when the waters are becoming turbulent.

It’s not about perfection, it’s about authenticity. Whitney Wolfe Herd, CEO of Bumble, has been a profound inspiration and a role model for the type of leader I aspire to be for my team.?

Onto 2024. A final word before closing this year’s newsletter:?

I am very excited to continue this newsletter in 2024. I have the whole content plan mapped out and I cannot wait to offload my brain with all the great knowledge I am preparing for this crowd.?

While I dream of doing more than just tapping away at my keyboard, that's my main gig for now. Big thanks for sticking around!

2023? Oh, it has been tough! It threw some curveballs, especially with the whole first-time-mom and career-woman juggle. But hey, we made it through! And, it’s been extremely rewarding to lead a fresh team. Although the imposter syndrome pays me a constant visit, I gladly tap into vulnerable leadership to combat it.?

In 2024 I am on a great mission:

• I want to implement a buyer-first mentality at TomTom and inspire other organizations to do the same through my practices.
• I want to pass product marketing craft to the next generation, to Gen Z, and for that, I will be turning to academia. If you know any universities willing to host a guest lecture on product marketing - I am all ears.
• And finally, it’s been nagging me for years, I am finally ready to start writing a book. (Omg, wish me luck)

On a heartfelt note, although it might not be related to product marketing, I hope that 2024 will finally bring peace to Ukraine and Israel. I don’t take sides, my wish is for everyone to feel safe, healthy, and close to their loved ones again.?

??

Happy 2024 and may the PMM force be with you,?

Yours,

Anna Borbotko

__________________________________

P.S.: Special thanks to Grace Baldwin ?? who jumped into the unknown with me this year. Every month she carefully took my mix of thoughts and turned them into a flow of words that is easy to follow and makes sense.