Top 7 Roles in a High-Performing Product Marketing Team Structure

Marketing a product is never a solo battle. It takes a coordinated effort of a team of specialists, each with their unique skills and responsibilities. And thanks to the thousands of trial-and-error experiences of other marketers, an ideal product marketing team structure has already been discovered.

In this post, we’ll reveal the top seven roles that are absolutely essential for a winning marketing of a product or service. We’ll dive deep into their competencies and daily tasks, and discuss the most common challenges they face and how to overcome those.

Read on to check and align your current team’s composition against the market standard.

Why your product marketing results depend on the right team setup

A high-performing launch rarely comes from a lone genius. It comes from a well-defined marketing team setup where each person owns a clear slice of the customer journey.

Companies that got serious about formal role clarity saw revenue-generation KPIs continuously rise from 50.9% in 2024 to 53.2% in 2025 — proof that clear allocation of responsibilities into capable minds is superior to heroic multitasking.

What about your product marketing? Does it have the right people with the right skills, occupying the right roles?

Look at your org chart, first. If the same person is juggling messaging, launches, and win-loss analysis, you’re probably leaving growth on the table. A deliberate go-to-market team layout lets specialists go deep while still syncing at key touchpoints.

That depth of expertise and collaboration efficiency show up in shorter ramp times for new products and cleaner attribution for wins.

Below are the core competencies every efficient product marketing org structure should cover:

• Strategic leadership – Shapes market vision, allocates resources, and aligns cross-functional priorities for sustained customer-centric growth momentum.
• Market intelligence – Gathers data, analyzes competitors, and surfaces insights to steer messaging, pricing, and roadmap decisions.
• Messaging mastery – Crafts narratives and content that resonate, differentiate, and motivate audiences across channels and stages.
• Enablement – Equips sales with insights, training, and collateral so reps confidently translate features into buyer value.
• Demand generation – Designs data-led campaigns, optimizes journeys, and nurtures leads until qualified prospects engage with sales.
• Launch orchestration – Coordinates cross-team milestones, assets, and communications to deliver timely releases that meet revenue targets.
• Performance analytics – Tracks KPIs, interprets trends, and advises pivots to maximize ROI and guide investment decisions.

Commensurate with these competencies are the top seven roles that we’ll cover in depth in the chapters that follow. In a nutshell, our plan ahead and your ideal organizational setup look as follows:

Essentially, this layout reflects a flat organizational model, where the roles are only directly reporting to the product manager, while staying equally important (and influential) between each other.

However, when these roles that power market-facing execution are perfectly aligned, communication improves and mistakes become less frequent.

The takeaway: ensure your organizational setup is up to your strategic goals and tasks of bringing products to market before pouring more budget into campaigns. Results always follow structure.

Role #1: The product marketing manager as strategic lead

Ambitious goals demand a grounded lead who steers the marketing team setup toward what buyers actually want. Without that anchor, even great creatives cannot help.

This person, officially known as a product marketing manager, sits at the center of the marketing team setup, translating market noise into an action plan everyone can follow.

With that lens in place, let’s explore why this role is so critical, what skills it truly demands, and how to avoid the most common pitfalls that any product manager is likely to face.

Why this role matters

An effective strategic lead gives shape to the entire go-to-market org chart. They gather insights, prioritize bets, and decide where to place scarce resources. When the hierarchy of information flows through this role, teams sprint instead of stumbling.

Clear ownership frees designers, analysts, and sellers to focus on their craft without second-guessing direction.

Finally, sound decision-making from a single point of responsibility creates consistency that buyers can feel — long before a purchase order lands.

Key competencies and responsibilities

It’s easier to say what this role doesn’t do than vice versa. As this is such a pivotal position for any marketing setup, it is responsible for many things, indeed.

However, above all, is the leadership competence and responsibility, implying the ability to steer the team in the right direction and motivate them to achieve their peak performance.

Below is a snapshot of all major capabilities this leader must master, along with the day-to-day work tied to each one:

• Market sensing – Tracks trends, competitors, and buyer feedback, then briefs teammates, so campaigns stay grounded in facts.
• Product positioning – Steers the team’s effort at defining the optimal product positioning, defining who to serve and why, and ensuring messaging stays aligned across every channel.
• Story stewardship – Oversees content creation, gives advice where needed, approves key assets, such as product voice and tone, so the brand communication stays coherent.
• Launch coordination – Managers timelines, assigns owners to the tasks and milestones, and checks progress, so deliverables land on time.
• Sales alignment – Keeps all involved roles on the same page, ensuring production, communication, support, and distribution work toward a common goal.
• Performance review – Reads dashboards, highlights gaps, and adjusts tactics — a best practice for sustained growth.

Source: SlideTeam

A strategic lead who wraps these tasks into a simple weekly rhythm gives a product marketing team its beating heart. However, that’s not all. Modern businesses require a product manager to have at least a dozen highly-specialized skills, starting with market research and storytelling with data.

The role itself stipulates seamless delegation of responsibilities to other team members. It also acts as a mentor and trainer, intervening in the processes and tasks only when urgently required.

Common challenges and how to address them

However, even seasoned leaders hit headwinds. Here are some of the most frequent snags and relevant fixes:

• Competing priorities. What should a good leader do to overcome this challenge? Firstly, set priorities, then limit active campaigns, and use quarterly scorecards to spotlight what truly moves revenue.
• Information overload. How to overcome it? Create a shared dashboard to filter data to essentials before circulating updates.
• Siloed communication – Hold 15-minute stand-ups with product, sales, and support three times a week.
• Resource gaps – Build a flexible bench of freelancers who can jump in for design or copy during crunch time.
• Outcome fuzziness – Tie every initiative to one metric the entire team can track on a single slide or a shared dashboard.

Tackle these issues early, and your organizational setup for bringing products to market will always stay nimble. A strategic lead who removes friction one obstacle at a time lets the wider roles that power market-facing execution flourish.

Role #2: Market research & competitive intelligence analyst

Insight is the fuel of strategy, and keeping that fuel in house gives the marketing crew a steady supply.

Recent market trends, competitor rise and falls, new technologies, customer behavior, and expectations — these are all important data streams that someone has to collect and analyze.

It’s the job of a market researcher, often called an intelligence analyst or data analyst. The role has many names, but they all have one thing in common, which is the ability to make sense of large volumes of marketing data and help the team make informed decisions.

Below, we explain why the analyst role anchors the wider marketing team setup, what skills count, and how to dodge the usual pitfalls.

Why this role matters

Good intelligence pinpoints real demand instead of assumed need. It also arms sellers with facts that disarm myths in buying committees.

When the analyst feeds a steady drip of knowledge, the organizational setup for bringing products to market can perform at its peak. That’s because the biggest bottleneck in any modern marketing team is the ability to act upon reliable information and insights.

A market research analyst can help your team steer away from emerging risks, while capturing early opportunities well before your competitors can (well, unless they have a better analyst on board).

Source: Upsilon

Key competencies and responsibilities

The analyst’s role has nothing to do with a newcomer or a beginner. Good analysts are made, slowly, by being exposed to business challenges and solving those in a vibrant and live environment.

Without further ado, these are the nuts and bolts the analyst must master:

• Signal filtering – Separates hard data from hype across blogs, reports, and forums.
• Pricing watch – Logs competitor changes and alerts revenue ops in real time.
• Customer sentiment scan – Mines reviews for repeated compliments or complaints to guide roadmap tweaks.
• Opportunity sizing – Calculates total addressable market (TAM), serviceable available market (SAM), and serviceable obtainable market (SOM), and shares one-page visuals.
• Story transfer – Packages findings in short Loom videos for busy team members and corporate execs.
• Hypothesis vetting – Provides evidence during feature-gate meetings, so resources go to proven bets.

A go-to-market team layout runs smoothly, and everyone can focus on what they are really good at, when the above tasks are second nature to your in-house intelligence analyst.

Common challenges and how to address them

Product marketing analysts have to deal with dozens of troubles and challenges virtually every day. Some of those are trivial, while others require pushing the envelope, being creative, and figuring out non-standard solutions.

Let’s summarize some of the typical hurdles and remedies:

• Report hoarding. To battle this, a product analyst can map every deliverable to a cell on the organization chart, so stakeholders know where to look.
• Data lag – Automate weekly SERP checks and set alerts to catch new competitors or messaging shifts early.
• Conflicting sources – Prioritize data by recency and sample size, and clearly document assumptions behind chosen insights.
• Time drain – When resources are tight, a skilled analyst can automate routine data collection and focus on interpreting insights and shaping strategy.
• Slow insight uptake – End each deck with three “action cues” linked to team objectives and key results (OKRs).

Additionally, product analysts have to deal with feedback bottlenecks — situations where valuable insights are gathered but end up sitting idle due to slow or inconsistent review cycles.

A capable analyst can overcome this by setting up recurring 10-minute feedback syncs with key teams. Keeping these check-ins short and regular helps ensure insights are acted on promptly, rather than forgotten in shared folders.

Role #3: Content strategy & messaging specialist

Clear words drive clear decisions. In any product marketing org structure, this specialist turns raw ideas into copy that buyers instantly understand.
When a marketing team grows and matures, there comes the need for someone to guard tone in accordance with marketing goals, and make sure every content piece tells the same story.

Why this role matters

Messaging has the capacity to glue product features to benefits. Great content marketing does more than improve Google rankings; it explains why prospects should care right now.

Today, buyers skim, compare, and decide fast. A unified voice keeps them from bouncing to a louder competitor.

This role also records language from user interviews and incorporates it into headlines, so the copy feels familiar to both current and prospective users.

Finally, consistent narratives shorten sales cycles because both sales representatives and website content deliver the same clear message. Isn’t it the Holy Grail of any successful marketing campaign?

Key competencies and responsibilities

Below is how to spot (and nurture) the must-have skills of a content strategy specialist:

• Channel tailoring – Adjusting product communications tone for email, social, and webinars while keeping the core promise identical.
• SEO alignment – Partnering with search leads to weave priority terms into copy without watering down clarity.
• Persona resonance – Mining interviews, pulling real quotes, and mirroring customer language in taglines. All can be done more easily with the help of modern AI and SEO tools.
• Story framing – Distilling product value into three-line pitches used across site, ads, and decks. This encompasses everything, from naming a product to shaping headlines, taglines, and the main promise behind every message.
• Editorial planning – Mapping topics six months ahead, so the functional layout for marketing products never scrambles for content.
• Asset QA – Proofing every headline and CTA before launch to catch off-brand phrasing early.

Together, these skills keep the team setup behind successful product launches on-message from teaser email to renewal upsell.

Depending on a business's growth stage and size, an in-house content strategist may be responsible for many more things. Here is a more holistic overview:

Source: TechnicalWriterHQ

Common challenges and how to address them

Many things can go wrong with content and messaging. No content strategist, no matter how skilled and experienced, is immune to risks, problems, and challenges. The goal is to know what to expect and be ready to mitigate and repair the damage in the shortest timeframe possible.

That said, typical hurdles and plain-spoken fixes include:

• Voice drift – Create a one-page tone guide and link it in every brief.
• Jargon overload – Swap internal terms for customer words; test in user calls weekly.
• Approval gridlock – Limit sign-offs to two owners to avoid endless edits.
• Content gaps – Keep a simple list of missing content topics and mark the most urgent ones as “next-up” for writers.
• Campaign silos – Hold a 20-minute cross-team review each month to align upcoming themes.

A capable content and messaging specialist who tackles these snags will keep your organizational setup for bringing products to market sounding sharp and cohesive.

However, the above-mentioned list is just a guideline, as in real life, new challenges may pop up daily, and the task of an experienced specialist is to constantly stay on their toes and be ready to find innovative solutions.

Role #4: Sales enablement & training coordinator

Even the slickest product marketing team structure stalls if sellers can’t explain the offer. Imagine a water pipe or a funnel, where on top everything speeds up, the water is whirling, but at the bottom the pipe cannot keep up with the speed and pressure. This discrepancy stops everything.

The enablement coordinator bridges that gap. Their job is to arm sales staff with clear, compelling material and teach them exactly when to use it.

They serve both marketing and sales, translating positioning into real-world conversations that close deals.

Why this role matters

Buyers decide in minutes, and unclear or inconsistent messages during hand-offs can easily cost the deal.

Our sales training coordinator ensures every call starts with the right story. They keep organizational messaging consistent, whether it’s a webinar or a cold email.

When the roadmap shifts, they push updates, so reps know what’s changed before they talk to prospects. Strong enablement also boosts morale because sellers know the company has their back.

Source: FitSmallBusiness

Key competencies and responsibilities

Here’s what the role owns and how your operations benefit:

• Content librarian – Tags, dates, and surfaces the latest collateral in one searchable hub.
• Pitch architect – Crafts narrative flows that guide prospects from pain to payoff.
• Micro-training creator – Records five-minute videos for on-the-go learning.
• Sales feedback reviewer – Reviews rep calls to understand what’s landing well and what needs fixing. The role also channels frontline questions back to the product for faster fixes.
• Certification builder – Tests sales reps on new features before they hit the field.
• Cross-team handshake – Works with customer success to share post-sale insights.

Although not necessarily exhaustive and complete (other functions and duties may be required), these duties are the minimum must-haves to keep the functional layout for marketing products humming across territories.

Common challenges and how to address them

It’s logical to assume that for such a varied and frequently multitasking role, there will be challenges and non-standard situations time and again. Indeed, a typical sales enablement representative role encounters many roadblocks on their way, but applying the following quick fixes does help:

• Deck confusion, i.e., too many versions and multiple, often outdated, copies of the same deck floating around (e.g., Q1 pricing deck, old feature slides, last year’s messaging). What can our role do? Well, at least, date-stamp versions and delete anything older than two months.
• Update lag — that’s when reps keep using outdated materials because they aren’t notified when files change. What can one do to fix that? Use a Slack bot to alert reps immediately whenever any enablement asset is updated.
• Training fatigue. The solution is to mix formats — short videos, quick quizzes, and simple cheat sheets — to match different learning styles and keep engagement high.
• Low adoption, i.e., sales reps stick with familiar slides and ignore new content, so your hard work never reaches the field. What can a sales training coordinator do? Spotlight early wins by sharing stories of reps who closed deals using the updated deck, encouraging others to follow suit.
• Tech overload — that’s when reps must juggle multiple platforms for training and assets, leading to confusion and missed updates. The solution is to standardize on one learning management system and one asset portal, then retire any redundant tools to simplify access.

Role #5: Demand generation & campaign manager

Source: IONOS

Every product marketing department wants more qualified leads, but spray-and-pray tactics rarely deliver. A demand-gen manager brings focus, turning the budget into a predictable pipeline.

They link creative ideas to revenue, so the broader marketing team setup can plan with confidence.

In many firms, this person also bridges paid and organic channels, ensuring campaigns coordinate rather than collide.

Let’s see why that matters and how the role works day-to-day.

Why this role matters

A strong demand-gen lead works hand-in-hand with the go-to-market team, matching offers to buyer intent. They also protect brand reputation by keeping ads honest and landing pages useful. And when tracking links tie directly to deals, stakeholders finally trust the numbers.

This role translates market signals into spend shifts — pulling back on stale audiences and doubling down where conversion costs drop. The payoff? Sales teams receive warmer leads, and finance sees marketing as a justified investment.

Key competencies and responsibilities

Below is one way how to structure the essential demand generation manager’s skills and the relevant work attached to each:

• Audience segmentation – Uses demographic and behavioral data to group prospects, picking the right offer for each cluster.
• Channel mix planning – Balances paid search, social, and email to avoid over-spending on any single source.
• Creative briefing – Gives designers clear direction on copy, visuals, and CTA so assets ship quickly.
• Measurement setup – Builds dashboards that trace every campaign back to pipeline and closed revenue.
• Experiment culture – Runs A/B tests on ads, subject lines, and formats, sharing results with the content strategy & messaging specialist and with the full product marketing organization.

Together, these competencies keep the team setup behind successful product launches fed with steady, high-quality demand.

Common challenges and how to address them

What about challenges for this role? No role in our list has escaped the fate of facing challenges so far, and this role is no exception. Even seasoned demand campaign managers hit snags.

Here are some typical hurdles and fixes:

• Channel fatigue – Rotate creative and refresh audience lists monthly to avoid ad blindness.
• Attribution confusion — that’s when teams argue over which campaign earned a lead. The solution? Adopt a multi-touch model and hold a quick sales-marketing alignment session to agree on credit rules.
• Data delays or when stats lag. How would a good demand campaign manager act? Automate daily imports from a company’s CRM into ad platforms to keep reports fresh.
• Lead quality dips — when poor-fit leads flood the funnel, and sales reps chase dead ends and conversions stall. The solution? Leverage local and technical SEO, add qualification fields or progressive forms to capture key fit criteria up front, then only pass high-potential prospects through to sales.
• Budget creep, when campaign spending drifts beyond the plan, and overspending erodes ROI and squeezes future initiatives. To prevent this, schedule weekly checkpoints with finance to review forecast vs. actual spend, pinpoint variance drivers, and reallocate budget promptly to top-performing channels, keeping the company’s investment on track.

The best managers often pull all sales data into a live dashboard and prune low-ROI channels each quarter. They frame every test with a clear hypothesis and automate repetitive work to free up time for big-picture planning.

Role #6: Product launch & go-to-market lead

Every marketing organization structure needs a point person who turns a finished build into a public debut. That person is the launch lead, or launch manager. Their job is to line up timing, assets, and stakeholders so everything and everyone is aligned and performing at their peak.

This person does the alignment through the following three critical steps:

Source: Gartner

And because the broader marketing team ranges from brand to demand to support, this lead makes sure launch plans connect every group without duplication.

Why this role matters

In crowded B2B markets, the first impression decides whether prospects stay curious or scroll away. A launch lead choreographs messaging, pricing, and enablement, so that every reveal feels intentional.

This role also keeps cross-functional teams in sync, setting clear milestones that engineering, design, and customer success can follow. When done well, the launch creates a repeatable blueprint that the go-to-market team can reuse quarter after quarter.

A single owner also prevents confusion around who approves which asset or timeline.

Key competencies and responsibilities

The role of product launch lead is only seldom created through training. Schools and universities don’t teach this kind of stuff; they can only create the potential for a person to grow into a capable product launch specialist. The rest of the job is up to practice and practice alone.

In other words, great go-to-market leads are not born; they are done. Successful startups, big enterprises, and strong corporate learning culture — these are the ingredients that foster relevant competence.

The talent they produce must support sales and the wider business through the following functions and duties:

• Timeline mapping – Builds a master calendar that lists dev freeze, asset due dates, and public unveil.
• Stakeholder alignment – Schedules short check-ins with product, design, and demand generation teams to flag obstacles or issues that prevent progress early.
• Message packaging – Distills product positioning into press releases, landing pages, and webinar outlines.
• Launch kit creation – Assemble a shared folder with decks, FAQs, and demos so the sales team always uses the same up-to-date resources.
• Channel coordination – Staggers email campaigns, paid ads, and social media posts in phased steps, so each message lands clearly before the next begins, avoiding audience overload.
• Post-launch recap – Collects and measures relevant metrics (e.g., demo requests, conversion rate, pipeline value, average deal size, retention rate, churn rate, etc.) and feedback, then documents lessons for the next product rollout.

Common challenges and how to address them

Even the most experienced launch leads hit rough patches — unexpected delays, resource crunches, or last-minute changes can threaten a smooth rollout.

The key is to spot problems early, own the fixes, and build safeguards into your launch plan so minor hiccups don’t become major setbacks.

Here is what a great go-to-market lead does with each snag:

• Date drift – A launch lead should be able to lock in key dates (code freeze, internal review, public launch) and require formal approval for any shifts longer than 24 hours. That way, everyone treats the timeline seriously and understands the impact of moving one task on the entire schedule.
• Asset bottlenecks – These are the design and copy queues that clog when requests pour in at the last minute. Launch lead prevents this by reserving creative slots at least two sprints ahead and sharing a weekly “asset forecast” sheet with your designers and writers.
• Channel clash – Overlapping emails, ads, and PR often confuse prospects and dilute your message. An experienced go-to-market lead uses a shared launch calendar that highlights each channel’s send dates, then coordinates with the PR and demand gen teams in a brief weekly sync to avoid stepping on each other’s toes.
• Measurement gaps – Missing tracking codes or untagged assets mean you lose early performance insights. As part of the final checklist, a go-to-market lead verifies that every email link, landing page, and ad creative includes the correct UTM parameters and analytics snippets.

An experienced product launch lead must understand the value of building a simple launch checklist template, which can be reused each quarter. It must include every key step — milestone sign-offs, asset reviews, tracking validation, and cross-team hand-offs — and circulate it to stakeholders two weeks before go-live.

Role #7: Performance analyst & ROI reporter

A marketing organization can buy all the ad space in the world, but without clear reporting, no one knows whether the spend worked. That’s where the performance analyst steps in. Unlike an outside agency, this role is kept in house, so decisions can be made quickly and data never leaves company walls.

Their mission: translate dashboards into plain language, so the entire marketing team can act on tomorrow. The beneficiaries of product performance analytics include developers and UX designers, the product manager, and customers.



Source: GeeksforGeeks

Why this role matters

Executives talk budget; teams talk clicks. The analyst connects those conversations by showing how a single digital tactic ladders up to revenue.

In fast-paced B2B cycles, even a small reporting lag can hide problems long enough to burn thousands in spend. An experienced performance analyst eliminates that lag by providing timely data, helping the team make informed decisions.

Clear ROI insight also stops finger-pointing among roles that power market-facing execution, because everyone sees the same numbers.

Finally, strong reporting builds a culture of learning by sharing real-world examples of what worked and what fizzled.

Key competencies and responsibilities

Here’s what the job covers and why each skill supports sales and marketing’s managed budgets:

• Data wrangling – Pulls numbers from ad, CRM, and finance systems into one clean sheet.
• Metric prioritization – Chooses business-level KPIs (pipeline, revenue) over vanity stats like impressions, NPS, or engagement.
• Attribution modeling – Applies first-touch, last-touch, or multi-touch formulas to ensure credit is fair.
• Dashboard design – Builds easy-to-read visuals that load in seconds and refresh automatically.
• Insight narration – Summarizes “what to do next” in two sentences for a busy product marketing manager and the rest of the team.
• Benchmark tracking – Logs month-over-month shifts so trends stand out, and everyone is on board with the market and competitor performance relative to their own organization.

Together, these skills keep the team setup behind successful product launches grounded in facts.

Wonder what differentiates a great performance analyst from a simply good one? The ability to constantly learn new things and stay on top of all technological updates, like the ones in statistics tools and AI that help with automation.

Common challenges and how to address them

Even data pros face hurdles. In fact, those who constantly learn, experiment, and are not afraid to make mistakes are bound to face challenges and problems. The key is not the absence of those, but the ability to overcome them and move on.

Below are some typical bottlenecks and plain-talk fixes:

• Dirty data – that’s when incomplete, duplicate, or inconsistently formatted records slip into the reports and lead to flawed insights. A great performance analyst would set up a weekly audit script to catch missing fields, duplicates, or format errors before they skew the numbers.
• Tool overload – Consolidate overlapping analytics platforms to one stack and sunset duplicates, and train the team on the remaining tool to ensure consistent use and avoid shadow IT.
• Attribution disputes, which happen when different teams can’t agree which marketing touchpoint — an email, an ad click, a webinar — deserves credit for generating a lead or sale. Analyst’s actions? To host a quick workshop to agree on definitions, then document them in the playbook.
• Report fatigue – Limit dashboards to five pages and add a one-slide “so what?” summary. A healthy work-life balance and manager’s support are among the top energy-restoring factors, according to specialists.
• Lagging insights – that’s when reports arrive too late to influence decisions, so teams act on outdated information. A good ROI and performance analyst should automate daily data pulls, so numbers are fresh by 9 a.m., and set up real-time alerts for key metric spikes or drops to catch issues as they happen.

Oftentimes, seasoned analysts also tackle report fatigue and dirty data by building a two-tab template — one sheet for raw data, one for insights — then reuse it for every campaign. Over time, those side-by-side views become a living knowledge base that the whole go-to-market team can trust.

Conclusion

The best case scenario is when, upon reading this article, you look at your own product marketing team structure and can find all the listed roles already in place. The next action is straightforward — cleaning up and optimizing their responsibilities to match what we’ve discussed in this post.

However, in nine out of ten instances, the business will need to source some of the missing roles from the outside. Hiring must be done not on a personal skills and experience basis, but starting with the business competence needed, which must be met with the right experience and skills.

Look at your product marketing lifecycle and see if all the main stages are supported by the right talent. Cases are not rare when businesses require other specialists, besides the ones mentioned in our post.

For example, some highly regulated industries (e.g., healthcare, finance) may require a regulatory affairs specialist role (ensures all messaging and materials comply with industry regulations) or a clinical evidence manager (manages the creation and distribution of clinical study summaries and white papers).

At the end of the day, any marketing organization adapts its roster to the product’s journey and its market’s quirks. Don’t hesitate to bring in new specialists, as building a world-class product marketing department means marrying proven roles with bespoke hires that come with unique competences, perfectly suited to your challenges.