Hi there! I'm Eyal, the VP of Product Marketing and Strategic Alliances at Cato Networks. Today, I’m going to share my tried-and-tested strategies and KPIs for building a top-notch product marketing team.

KPIA bit about Cato networks

First, for context, let me give you a brief intro to Cato Networks.

Founded in 2015, we've grown rapidly and now boast close to 800 employees. Despite our startup label, we're no small operation. We have robust financial backing, a high valuation, and already sell at over $100 million in annual run rate to more than 1,600 customers. This kind of growth and scale has influenced how we’ve structured our product marketing team.

PMM roles and responsibilities

Now, about my team. It's more diverse than just product marketing. Half are dedicated to that, while the other half focuses on security strategy, which encompasses thought leadership, PR, and media.

I also manage pricing – a fun aspect that, interestingly, falls under marketing here rather than product management.

My approach to building the PMM team has been somewhat unconventional. It's tailored to Cato's unique selling domain, competitive landscape, and our specific buyer persona. I wouldn’t say it’s better or worse than others; it's just what works for us.

The “split-brain” concept

Each PMM team member operates with what I call a "split brain." They champion our brand in their respective regions, spanning North America, Europe, and APAC. They also support sales with objection handling, competitive scenarios, and requests for proposals (RFPs). However, we're strict about only contributing a maximum of 10% to any RFP. It's a slippery slope, and we've set boundaries.

PMM roles and responsibilities

On the global side, everyone's responsible for the content that drives our global success. Think webinars, blogs, white papers, and eBooks.

Additionally, each member holds a personal global responsibility. For instance, one person owns product launches; another owns our product demo platform, Walnut (which, by the way, is fantastic, so give it a whirl if you haven’t already).

Plus, everyone keeps an eye on the competition. Each person is tasked with maintaining current knowledge of three or four of our competitors, ensuring we always have up-to-date battlecards.

In short, everyone on our team operates with a 50-50 local-global mindset, making us both grounded in our communities and aligned with our global mission.

How to support PMMs in their regional responsibilities

Building a PMM team that operates in this way requires a keen strategy not just in hiring, but also in training and fostering authority. Let me break it down for you, starting with the regional side.

Investment in training

I invest heavily in training. A new recruit on my team undergoes two to three months of intensive training before they begin contributing.

Given the technical nature of our sales and products, it's crucial they become subject matter experts. Jumping straight into content creation or deal negotiations without this deep knowledge is a recipe for trouble down the line. Trust me – I've learned this the hard way.

Creating opportunities

As a manager, it’s up to me to set my team up for success. Once I see them getting their bearings, I create opportunities for them to shine. This means setting up events for them to speak at or putting them in front of sales meetings. The goal is to showcase their expertise to their regional sales peers.

Behind-the-scenes support

Support also happens behind the scenes. If a question comes up that a PMM might not be able to answer, I'll feed them the answer discreetly. That way, the spotlight stays on them, bolstering their authority in the region. Ultimately, my aim is to establish them as regional authorities – genuine subject matter experts (SMEs).

My expectations of PMMs

I set clear expectations for my team's engagement. For instance, in North America, where there are three sub-regions, my team members must attend each regional sales call weekly. They're not just there as bystanders. They should actively listen and jump in when they spot an opportunity to contribute. If a salesperson voices a challenge, my PMM should be the first to offer help.

It's crucial for PMMs to always be approachable and say “yes” to everything. Even though we typically wouldn't handle more than 10% of an RFP, I want my new hires to take on more. It might slow their initial progression, but it's invaluable for establishing their authority and presence in the region, which pays huge dividends later on.

How to support PMMs in their global responsibilities

The global aspect of the PMM role requires its own unique strategy. I place a lot of emphasis on ensuring each team member's contributions are recognized by the global sales organization.

Training

The initial training phase is key. When a newbie asks about my expectations for their first 30, 60, or 90 days, my answer is always the same: watch videos and learn. I don’t want them to produce anything until they’re ready. By holding bi-weekly Q&A sessions with new hires, I can gauge their progress and steer their learning journey as needed.

Global stage opportunities

But it doesn’t stop at training. We create global-stage opportunities. At our annual sales kick-off, for example, every team member has a turn in the limelight – no one remains a mere spectator.

Promotion of ownership and responsibilities

It's also essential to clarify ownership of responsibilities. For instance, if one person is the go-to expert for a particular tool or service, the entire sales organization should be aware of that. This clarity is reinforced during our monthly sales training.

Content support

I also guide team members in content creation. Their work isn't just about producing content – it's about crafting content that effectively drives leads and conversions.

Sharing wins

Recognizing success is crucial too. When a team member excels, I ensure their accomplishments are acknowledged by the company's senior management.

The dynamic tension of dual roles

Imagine two angels on your shoulders. One represents the regional role – tactical, hands-on, always in the trenches with sales, directly interacting with the market and customers, and gathering real-time feedback, both positive and negative.

The other angel embodies the global role – strategically oriented, focusing on messaging, long-term planning, and often serving as the mouthpiece for headquarters.

Balancing time between these two roles is tricky. While I propose a 50-50 split, in reality, it's challenging to measure and manage. The secret lies in knowing when to decline certain tasks and when to embrace others. This dynamic creates a healthy professional tension that, while often tough to balance, is highly rewarding.