Product marketing is experiencing significant growth, with many companies hiring product marketers for the first time. This trend presents an exciting opportunity for those stepping into the role of founding Product Marketing Manager (PMM) to not only establish their function but also to build a team that can drive success. The focus of this discussion is on how to thrive as a founding PMM and effectively build your first team. To begin with, it is crucial for a founding PMM to be in the right role and environment to succeed. This involves understanding the company's business model, key goals, and the go-to-market (GTM) strategy. Founding PMMs should prioritize strategic initiatives that align with the company's objectives, ensuring they do not become overwhelmed by competing demands. Identifying key priorities through a gap analysis can help in focusing efforts on the most impactful areas. Establishing boundaries is equally important. A successful PMM must communicate what they will not take on, creating a clear "no" or "not now" category to manage expectations and workload effectively. Additionally, evangelizing the role of product marketing within the organization is essential. This includes educating stakeholders on the function's value and creating a PMM team charter that outlines the scope, goals, and collaboration with other departments. As the PMM gains traction and begins to achieve early wins, it becomes necessary to introduce processes that can scale the function over time. This could involve developing standardized procedures for product launches and other key activities, ensuring that the PMM function is well-defined and understood across the organization. When it comes to building a product marketing team, the process should be guided by the 4Ps framework: Purpose, People, Process, and Performance. The purpose involves establishing a clear mission and objectives for the team that align with the company's goals. Once the purpose is defined, the next step is to identify the right people to fill the roles needed. This includes hiring strategically, considering part-time or third-party resources, and ensuring that new hires complement the existing team's strengths and weaknesses. It is advisable to start with a small team, mapping out responsibilities for at least a year to avoid over-hiring. Early hires should be versatile, capable of handling multiple aspects of product marketing while also having specialized expertise in certain areas. Collaboration with adjacent teams, such as product and sales, is vital to ensure that new hires meet the broader organizational needs. Developing processes should be based on real-world experiences rather than rigid frameworks. Founding PMMs should pilot processes and gather feedback from other teams to refine their approach. Finally, defining success metrics for both the team and individual members is crucial. This includes setting quantitative and qualitative goals, providing development plans, and fostering a culture of feedback to ensure continuous improvement. In conclusion, building a high-performing product marketing team as a founding PMM involves strategic planning, clear communication, and a focus on collaboration. By following these guidelines, PMMs can establish a strong foundation for their function and lead their teams to success. For those seeking additional support, coaching programs are available to help navigate the challenges of this role and achieve career potential.