VP Product Marketing at Kajabi | Building PMM Office Hours

Hi, I’m Tamara 👋🏻

I’ve spent my career building product marketing teams, shaping company strategy, and leading big, high-stakes launches. 

I’ve held five PMM leadership roles — 2× Director, 2× VP, and Chief Strategy Officer — and over time, one truth became impossible to ignore:

Great PMM leadership isn’t a solo sport.
And most PMM leaders are forced to figure it out alone.

That’s why I started PMM Camp — a private community for product marketing leaders who want to grow with intention, be surrounded by peers who push their thinking, and develop the habits that make them truly indispensable.

My work today sits at the intersection of connection and leadership development. I help PMM leaders strengthen the skills that actually move their careers forward — thinking more strategically, driving clearer business impact, communicating with influence, developing their teams, and building professional relationships that open doors.

If that’s the journey you’re on, here’s where to start:

✨ Subscribe to the newsletter
✨ Apply to join the community
✨ Shoot me a DM to say hello

Tamara Grominsky

Every PMM wants to become "more strategic".
Here's the simplest path:

Get better at choosing which problems to solve.

Most problems fall into four categories:

Delegation Zone
Quick Wins
Shared Wins
Strategic Levers

The average PMM spends too much time in the wrong one. Strategic PMMs are selective.

Answer these questions to see where a problem fits, and how to prioritize it.

DELEGATION ZONE

- Could someone else do this just as well?
- Would skipping this have little to no business impact?
- Does this require little to no PMM judgement?

If yes, delegate or drop.

QUICK WINS

- Am I particularly good at solving this type of problem?
- Can this be completed quickly with minimal effort?
- Will it create a small but noticeable improvement?

If yes, do it quickly and move on.

SHARED WINS

- Would solving this improve key business outcomes?
- Is another team better positioned to lead this work?
- Would PMM's time be better spent partnering vs leading?

If yes, partner, don't own.

STRATEGIC LEVERS

- Will this materially shape direction or priorities?
- Is PMM uniquely qualified to solve this problem?
- Would the outcome be weaker without me involved?

If yes, prioritize aggressively.

The fastest way to become more strategic is not to just work harder. It's to ruthlessly filter what you work on.

The best PMMs spend 80% of their time in Strategic Levers. The rest spend 80% everywhere else.

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👋🏻 I'm Tamara, and I help product marketing leaders master the habits that make them indispensable.

💌 Want my Sunday strategy sessions? Join 9,000+ PMMs who get my newsletter every week. Click “view my newsletter” to subscribe.

✨ Product Marketing Leadership Coach | 2X VP PMM | I help PMMs master the habits that make them indispensable

If your research isn't landing, it's probably not about the data.
It's about something much bigger.

PMMs spend hours tracking patterns, pulling sources together, analyzing trends.

We get genuinely excited about our findings.

Then we present to product stakeholders or senior leadership.

And... crickets.

No one else seems remotely as excited as we are.

The problem? You're probably stuck in what I call the "observation zone."

Most PMMs present low-quality insights without even knowing it. They describe what happened, but they don't help people understand why it matters or what to do next.

There are three levels of insight quality:

LEVEL 1: OBSERVING

You're describing what happened. Sharing data, maybe a few trends.

"Our competitor updated their homepage."
"We have 10 customer support tickets on this feature."

These are just data points. The business doesn't know why they should care, so they divert their attention somewhere else.

This is where most PMMs get stuck.

LEVEL 2: INTERPRETING

Now you're connecting meaning to the data.

"Our competitor updated their homepage to emphasize AI. This, combined with other changes to their marketing and the launch of their new feature last week, signals a positioning shift we need to respond to."

"Those 10 support tickets all come from our priority customer segment and mention the same point of friction. We need to pay attention before it starts costing us renewals with our best customers."

When you apply meaning, you spark conversation. You give people something to react to.

But interpretation alone isn't enough to drive action.

Because now everyone will ask: "Okay, so what do we do about it?"

LEVEL 3: DIRECTING

This is where you propose a path forward.

"Based on the competitor shift, I recommend we update our homepage messaging by end of month. Here are three positioning angles we could test."

"I've mapped out two options to address the friction point: one quick fix, one longer-term solution. I recommend we start with the quick fix and revisit in Q2."

Three components make this work:

→ Shape options: Determine the potential paths forward.

→ Add a strong point of view: Present the path you recommend (and why).

→ Bring an activation plan: Show how to bring that path to life.

When you move out of observing, through interpreting, and all the way to directing...

That's when you present insights that get buy-in.

And that's the real difference between insights that get filed away and insights that drive decisions.

_____

👋🏻 I'm Tamara, and I help product marketing leaders master the habits that make them indispensable.

💌 Want my Sunday strategy sessions? Join 9,000+ PMMs who get my newsletter every week. Click "view my newsletter" to subscribe.

We just launched our newest round of Cabins inside PMM Camp.

→ 91 product marketing leaders
→ 15 small core groups

Topics spanning AI, B2C PMM, people management, go-to-market strategy, founding PMM, B2B SaaS, and more.

You are the sum of the 5 people you surround yourself with. That idea is the foundation of everything we do with Cabins.

If you're not familiar with Cabins, they're the heart of PMM Camp.

Small groups of 5-8 PMM leaders who meet regularly to tackle real challenges together.

The small group structure is intentional.

When you're surrounded by the right people, solving real problems together, you don't just learn faster. You become better at your craft.

Each Cabin has its own focus, but they all share one thing: real PMM leaders solving real problems together.

The people in your Cabin become your inner circle. A group of smart and kind people who help shape how you think and work.

None of this happens without our Cabin Leaders.

These are PMM Camp members who volunteer their time to facilitate, guide discussions, and create space for others to grow. They're the reason Cabins work.

Shoutout to our 15 Cabin Leaders this round: Talya Heller G. 💡, Camila Morrison, Ana Conde, Shannon Kearns, Abigail Egle Zilinskaite, Kate Orchard, Paul Ngan, Steffi Li, Martina Havrlent, Amit Alagh, Denny Hollick, Conrad Walsh, Kristin Howland, Sheryl Floyd, Kim Toffan

If you're in one of these Cabin groups, you're in for something special.

You're about to spend the next few months surrounded by people who will make you better.

If you're not, the next round opens in a few months.

Your habits are your future, one day at a time.

I used to set career goals:

"Get promoted to Director."
"Manage a team of 5."
"Become a Chief Strategy Officer."

Then I'd stress about things I couldn't control.

Would my boss leave?
Would the company create that role?
Would there be budget cuts or layoffs?

It was exhausting.

But, at the recommendation of my executive coach, I shifted focus. Instead of chasing titles, I started building leadership habits.

And that's when things changed.

I couldn't control when I'd get promoted to Director. But I could control showing up to every strategy meeting with a clear point of view.

I couldn't control managing a team that didn't exist yet. But I could mentor junior marketers, even when it wasn't officially my job.

I couldn't control the timing of the VP opening. But I could write strategy memos that the CEO actually wanted to read.

The promotion to Director came (early!). The team followed. The VP role was created just for me.

Not because I set those as goals.
Because I built the habits that made me ready when the opportunity arrived.

What if, in 2026, instead of obsessing over outcomes you can't control, you started focusing on the behaviors you can.

Your habits are your future, one day at a time.

What future do you want to build for yourself this year?

I used to think being busy meant being productive.

Turns out, I was just exhausted.

The shift happened when I stopped glorifying hustle culture and started protecting what actually mattered to me.

I've learned the habits that feel hardest to prioritize are usually the ones we need most. For me, that's prioritizing time to take real breaks throughout the day.

What are you prioritizing this year? Vote in the poll below.

___

💌 This week's newsletter digs into intention setting and getting clear about the habits you actually want to build for 2026. Subscribe to get the edition in your inbox: www.pmmcamp.com/subscribe

Which habit are you most intentionally prioritizing this year?

The author can see how you vote. Learn more

Lead Product Marketing Manager at Classy/GoFundMe | 🎙️ Host of Product Marketing Life podcast

Hey there, I'm Collin. I'm a Product Marketing Manager based in the greater Nashville area.

Collin Mayjack

What do you do when a competitor's comparison page is inaccurate?

DM them, of course.

One of our competitors has been aggressively bidding on Sybill keywords and running traffic to their comparison page. No problem. Totally fair. 

The issue? The page is very inaccurate.  

We debated internally... what should we do about it?

When I worked Apple retail we often used the mantra "assume positive intent."

My assumption? It's probably an old page that converts well. 

We all fall behind on website updates, so why wouldn't they?

And rather than trying to "lawyer up" and send a cease and desist, I just pinged one of their marketers to see if they'd update it. 

Jury is still out on whether they'll make the changes, but their initial response seemed open to it. 

Happy competing. ✌

Every positioning and product marketing guru beats you over the head with "talk about how you're different."

But 90% of SaaS companies beat around the bush with their differentiation. They force you to read between the lines.  

So my new favorite thing is to add a "What about the those other guys?" slice to our webpages. 

People want to know how Sybill is different, so we answer the question head on.

This slice is from our new Summaries product page ( sybill.ai/summaries ), but we have a differentiation slice on 4-5 product pages along with our homepage. 

No more beating around the bush. 🪴 ✂️

Something that takes you 30 seconds can literally change someone's life.

A few weeks back I introduced an ex-pastor looking for a job to a friend of mine who's company was hiring. 

7 days later, that person got an offer. 

That message took me 30 seconds to draft and send. 

30 seconds to do something that changed their life. 

Where else do you get that kind of ROI?

I have a soft spot for folks leaving ministry (see Holy Shift), but my point is this:

Just make the intro. 

It costs you nothing and can change someone's entire career.

And who knows, maybe they'll get the job and send you a package full of delicious coffee after.

Make the intro

Here's a big marketing blunder I made at Sybill.

One of the reasons I joined Sybill was that customers actually seemed to love the product. Like, really love it. 
 
As a marketer I thought "Sweet. This is going to make my job easy."
 
One problem: we haven't proved it. 

Zero case studies.
Minimal quotes on our site.
All that customer love was totally hidden.
 
And, unsurprisingly, telling a prospect "trust me bro, our customers really love us!" just isn't that compelling.
 
Enter our new Customer Love page.

It's one place for the Sybill curious to see what actual Sybill users have to say about us.
 
You can even filter testimonials based on topics like "CRM Autofill" or "Sybill vs. Gong."
 
I built a "straight from the sellers mouth" section , which answers common prospect questions using direct quotes from our customers. 

I love it. 

Is it a replacement for in-depth case studies with clear ROI and proof? No. 
 
But it's a step forward in customer proof. 

you can check it out at sybill(dot)ai/customer-love

(if you do, hover over the "See why" pills on the logo bar. it's one of my favorite things about the page.)

Actual footage of a product marketer doing their job.

“Am I a bad parent?”

“Will Amazon charge me for this return?”

“What should I feed the kids for dinner tonight?”

“Can I get that task done while at Kid No.1’s gymnastics class?”

"Why am I working 9-5 in SaaS when my kids are only young once?”

“Oh sh*t. I need to file taxes. Where do I get my W2?”

"When's that Dr. appointment again?"



These are just a few of the 100 questions popping into my head before opening my laptop in the morning.

My hunch is I'm not alone.

Go easy on people. They have a lot more going on than that deck they were supposed to build or email they were supposed to send. 🫶

godspeed to all my fellow parents fighting for their lives during snow days. 

you rule.

and if you ditch a meeting to go sledding, I'm sure no one will notice.

In my PMM career I've given very little love to the Book a Demo page. 

That's for those conversion rate optimization nerds, right?

So when it came to updating the Book a Demo page at Sybill I thought:

"idk just refresh the look and smack the form on there."

But then I started looking at Book a Demo pages from companies I admired.

They weren't just forms (duh).

They sold the ease of the process.
They sold with social proof.
They sold the product.

And so that's what I did.

We made three big changes to this page. 

1. Updated the hero to emphasize an easy buying process

2. Added some big ol' social proof quotes (FULL credit to the team at UserEvidence because I basically stole this slice of their page. Thanks, guys)

3. Added a simple product overview slice so prospects can flip through individual products.

Will it improve CVR? Idk we'll find out. 
But is it a better experience for a prospect? Definitely. 

check it out at sybill(dot)ai/book-a-demo

True confession: Sybill's last launch of the year was a flop. 

We launched Sybill in Slack 7 days before Christmas and the response was exactly what you'd expect: 

Nobody really noticed. 

I feel some slight embarrassment writing this out. It's a rookie move. I should have delayed the launch by a few weeks so we could make a big splash in January. 

But I didn't. Whoops. Live and learn. 

That doesn't change the facts that:
1. Our product team shipped something really cool
2. Customers are loving it. 

So what is Sybill in Slack?

Well, you can now ask Sybill questions about your deals without leaving Slack.

Just tag Sybill, ask your deal question, and hit send.

Sybill will dig through your calls, emails, and CRM and reply with your answer. 

No more back and forth.

Check out the (minimally viewed) promo video below or my walk through in the comments.

This fall I had the honor of joining Jason Oakley's first ever PMM Foundry cohort.

Twice a week for 12 weeks, I was able to:
- get hands on training and feedback from the Godfather of PMM
- bounce ideas, swap stories, and brainstorm with other great PMMs 

Lysle Hood, Ahmed Zain, and Zak Cherif are the real deal. 

10/10 recommend the PMM Foundry. (Even if I'm still hoping Jason switches from Fathom to Sybill)

PMMs, run, don't walk, to join Jason's April cohort.

Happy Saturday.

I hope you drink incredible coffee, lift heavy weights, and spend time with people you love.

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On today's episode of "Is it a good product or just a good brand?" we have Ayoh Foods mayo.

We love Molly Baz recipes in our house, so we were excited to try Molly's new mayo line.

We got a big old pack. Dill pickle mayo, Miso mayo, Gardiniera mayo... the whole bunch.

The brand? Killer. And with one of our favorite chefs as the face of the brand we were excited to try it.

The product? Well... just fine.

The flavored mayos are fun, but the overall mayo quality can't hang with Duke's Mayonnaise. 

My verdict?
Good brand, okay product.



P.s. I don't want any of you mayo haters in the comments. I don't trust your culinary takes.

Here’s why it’s worth building interactive demos for “basic” features:

Demos show differentiation.

I went back and forth on whether we needed a demo for Sybill's meeting summaries. 

Aren’t they pretty self explanatory?

I decided to spin up a Storylane demo because I could show off two features that make our summaries different: customizable fields & task execution.

Sure, our product page talks about these points of differentiation (I have a whole slice on the page called “What about the other guys?”)

But like we all learned in kindergarten, it’s better to show AND tell. 

Copy is where you tell, demos are where you show. 

#storylanepartner

Brand partnership • Product Marketing @ Sybill

Alright marketer LinkedIn, work your magic.

Who are your go-to events people?

I'm talking people who can serve up an event in a box.

The kind of people who can help with everything from finding the right venue, to filling seats, to follow up strategy.

Bonus points if they know how to throw events that don't feel like stuffy, predictable dinners. 

Not looking for a FTE. Looking for a fractional events marketer or agency. 

GO.

This little feature on our new Customer Love page makes me so happy. 

Hover over the logos and you'll see quotes from users at those companies. 

It’s one thing to smack a bunch of logos on your site. It’s another to hear from the people behind those logos. 

p.s. stole this idea from Clay. They added links to case studies on their logo bar. Brilliant.

Marketing teams, here's your reminder to get as much of your team posting on LinkedIn as possible.

I got both of these DMs this week. 

The first is from a fellow marketer. A few months back I shot them a DM asking what their team is using for recording calls. Got some intel on their current tool and an intro to their decision makers for our team. 

They closed in December. 😎 

The second DM is from someone who has been following me for a while and recently took a new sales leadership role. Now they're asking for a demo. 

These are just two examples of many. 

GTM is a team sport. Play accordingly 🫡

Breaking the "don't post twice in a day" rule because I know a GREAT PMM looking for their next gig. 

This person is a true blue "T shaped" marketer, but really shines in the adoption/customer growth side of PMM.

If you're hiring on your PMM team and looking for a senior product marketer to drive adoption within your customer base, hit me up.

Some people take holiday breaks in December.

Sybill's engineers? They build Dark Mode. 💜

Turn on Dark Mode by clicking on your profile in the bottom left → Theme → Dark.

Earlier this week Sybill rolled out a new pricing model.

I've done price increases and changes before, but this is the biggest pricing overhaul I've been a part of and here's what I've learned so far:

1. Credits create questions

Unless you're tying one credit to one output (e.g. Clay and Apollo credits typically equate to one contact), people naturally ask:
"what do credits get me?" 
"how many credits will X cost?"
"what does/doesn't use credits?"

We're currently trying to solve for this with a "How do Sybill credits work?" explainer both on our pricing page and in the app, but I'm confident we'll be getting a lot more clarity as time goes on. 

2. Sales should be involved day one.

I ran through our new pricing model with the Sales team as we were launching and they brought up concerns I didn't think about (duh, right?).

They know the conversations they've had, they know the upgrade points, they know the hesitations and pricing psychology. 

With our team being as nimble as we are, we're still able to integrate their feedback, but I wish I had brought them in a month or two prior. 

3. Incentives to move between tiers need to be crystal clear

This may be another duh, but at first pass the jump between two of our plans wasn't deeply incentivized enough. There just wasn't strong enough reason for someone to upgrade, so we needed to restructure accordingly. 

Prospects and customers should know exactly WHY they'd want to move up their plan, even if that day isn't today. 

4. Usage limits have to start somewhere

When we rolled out our pricing model, we got questions like "how do we know 500/2500 credits are the right limits?" 

Short answer? We don't know for sure. 

We pulled averages in usage behavior and saw clear-ish "buckets" of usage, but you'll never know how people behave with limits until limits are in place. It's the difference between how people eat at an all-you-can-eat restaurant vs. when they're paying for every entree. 

You have to start somewhere. 

5. Free plans are a win-back lever

We have a lot of folks who trialed Sybill in the years past and didn't purchase. Our product has changed a lot since then, but inviting them to another trial isn't nearly as enticing as saying "hey, want to give our Free plan a shot?" It eliminates nearly all the risk. 

I'm sure I'll have 50 more learnings over the next few weeks, but these are the ones I'm buzzing around right now. 

p.s. for all you Sybill-curious folks, the Free plan eliminates your excuses. Give it a try, gimme all your feedback. You'll get a bunch of onboarding emails from me. 🫶

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The Battle

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