Leading a cross-functional team to drive product marketing success

My Product Marketing Manager role at Honor consisted of more than project work, like developing product messaging and go-to-market strategy. I was also responsible for formalizing the product marketing function by collaborating with cross-functional teams. The following are examples of how I was able to bring teams together to identify and work toward shared goals.

1. Auditing the gaps and priorities. The first step was to understand the current gaps in our marketing and HQ operations. In order to develop a shared understanding, I set up introductory and recurring touch points with executive, go-to-market, communications, marketing, product and other teams. I also audited all existing content and created an easily accessible content library.

2. Creating visibility across departments. Once I had a baseline of the materials that existed and what else was needed, I was able to prioritize projects based on their likelihood to impact business goals and our available resources such as team bandwidth and budget. These priorities were shared with executives and cross-functional teams during a quarterly product marketing share out.

3. Empowering the marketing team. Due to the depth of knowledge I gained in the product as well as the cross-functional relationships that I built, I was able to empower the marketing team by providing essential information, such as:

   • Access to existing materials

   • Detailed information about the product

   • Introductions to subject matter experts

   • Insights into rapidly evolving company priorities

   • Product vision across projects and initiatives

   During my time leading product marketing at Honor, I supported marketing teammates on more than 30 projects over a course of approximately six months.

   Please note that due to the proprietary nature of this work, more information about this project may be available by request only. Please contact me to learn more.