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.

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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.

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.

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💌 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

Sr. Product Marketer at Rattle 🦖🚀

I’m a product marketer with 10+ years in B2B SaaS. I’ve built product marketing from the ground up at early-stage startups, led major repositioning efforts, launched new products across segments, and supported $1M+ enterprise deals. I move fast, write clearly, and thrive on building the kind of messaging and assets people actually want to use. I use tools like ChatGPT, Claude, Glean, Lovable, and Perplexity to build AI agents and assistants to pressure-test narratives, ship faster, and improve launch execution.

See the work: emilypick.work

Emily Pick

“Do we have messaging for how we pitch X to audience Y in industry Z?”

I hear this question constantly. And the honest answer is usually no.

The permutations pile up faster than any PMM team can keep up with. Audiences, industries, use cases. It’s damn near impossible to pre-write your way out of so many combinations.

So instead of trying to create docs on docs on docs, I’ve been working on how to operationalize what we already have.

Over the holidays, I started building a GPT toolkit that assembles messaging on demand from existing source material. Personas. Use cases. Industries. Benchmarks. And eventually, all of our product modules.

Then I had a realization: this shouldn’t live with PMM alone. It needs to be democratized.

If this is going to work, it has to be easy for our partners in Revenue and Brand Marketing to use without needing a walkthrough every time.

So I moved the work into a Glean agent and focused less on prompts and more on inputs, structure, and guardrails.

It’s early. I’m still validating sources and pressure-testing outputs for real world usability.

But this feels like a more honest way to scale messaging than pretending we’ll ever have complete coverage for every unique ask.

In 2016, I was an entry-level copywriter trying to reorient after dengue fever took me off the backpacking trail in Guatemala and into corporate life.

In 2026, the title’s changed, but the soul hasn’t. I still need movement and novelty, I’ve just learned how to build a career that leaves room for both.

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“So… tell me about the brand.”

That was one of my first questions to Kyle Lacy in our interview. I didn’t need to explain it. He knew exactly what I was asking.

“Oh don’t worry,” he said. “We’ve got something in the works. It won’t look like early-2000s IBM for much longer.”

He undersold it.

On my first day at Docebo, I saw the new brand. And this wasn’t a light refresh. No font swaps. No safer shade of blue. It was a full teardown.

And I loved it.

One of the things that sold me during the interview process was Kyle’s belief that marketing should be opinionated. That craft matters. And that when you hire experts, you let them do the work they know is right.

No playing it safe.
No consensus-by-committee.
No status quo just to keep things comfortable.

So if you’ve got a few minutes today, go check out the new Docebo site or take a peep at our LinkedIn. (Kyle wrote a great blog about why rebrand and where the idea for the Neo(n) Renaissance came from.)

And if you like what you see, send some kudos to the Marketing team.

Because this is what it looks like when you trust your people to take big swings.

When flight delays force you to miss the RKO welcome reception, have your own. 🍻

Leaving Atlanta with a full head and a full heart. 💙

It’s offical! 365Talents is now team Docebo!

(Cue Wolf of Wallstreet “one of us” meme.) 

I’ll be honest, the first time I heard the name 365Talents was in mid-December, when I was read in on the acquisition. 

Since then, it’s been fast and furious getting up to speed on who they are, what they do, and who benefits. 

(Psst. It’s multinational enterprises like SNCF, Société Générale, and Orange.)

And after deep diving, all I can say is: damn. This was a smart move by Docebo.

What makes 365Talents different isn’t that they use AI to “do skills.” (Nearly every competitor has that on their website, too.)

It’s that their approach reflects how skills actually work in real organizations — evolving, contextual, and tied to real work, not static job descriptions or generic catalogs.

That’s a step change from how skills show up in most learning platforms today.

What’s exciting is what happens when that skills intelligence lives inside Docebo.

Skills don’t stop at insight. They drive learning. Learning ties back to real roles and priorities. And outcomes feed back into the system, so you’re not guessing whether any of it worked.

That’s the loop we’re closing: skills → learning → outcomes.

Today’s announcement was just the first step. Now that the cat’s out of the bag, we can get to work on delivering the kind of integrated skills experience the market has been asking for.

If you’re deep in RKO prep (like me) and agonizing over the exact format/order of slides in your first-call deck, stop. Take a breath.

Most sales teams only pull the top two or three slides they like anyway.

If they use slides at all.

(And honestly, a lot of the best reps don’t.)

Early in my career, I tried to cover every possible scenario. Slides for every objection, every industry, every “what if.” I remember thinking, wow, they’re going to love how prepared this is.

I did not get that from anyone. Not once.

These days, I try to stick to a max of five slides:

1️⃣ The problem and market context
2️⃣ Why the status quo is failing
3️⃣ The philosophy that sets us apart
4️⃣ Why customers choose use
4️⃣ Value drivers with social proof

(Yes, we still have a full GTM slide library, but that’s for deeper conversations, not a first call.)

Our job as PMMs is to tell the one-to-many story clearly and confidently.

Sales’ job is to make it one-to-one.

If your deck does that, you’re probably in a better spot than you think.

“Have a damn opinion.”

That was Kyle Lacy’s message to the team at RKO.

And it came through loud and clear in his keynote.

We spent the last month building a new narrative for this event.

Aligned with execs. In lockstep with the 365Talents team. Pressure-tested through anonymous surveys.

Full sign off across the board.

Then, five minutes before the presentation, I got a text from Ben Battaglia:

“Kyle rewrote the whole setup last night. Buckle up.”

My heart dropped a little.

Was what we had before not good enough?
Did we miss something obvious after all that work?

But once I saw the new version, I got it.

What we had before was good. Safe. We’d get head nods

What Kyle delivered was so much better — the kind of story that makes people lean in.

He took a swing, and it landed.

I’ve never had so many people come up after a narrative presentation genuinely fired up.

This is why I joined Docebo.

I love working under a marketing leadership team that doesn’t default to trying to speak to everyone.

Because this story ISN’T for everyone. 

It’s for the people who agree with us, see the world the way we do, and want to build something different. 

That’s the difference between good vs. great marketing.

Doing what’s right isn’t always easy or comfortable.

It asks us to stay true to our values, to hold onto our humanity, and to choose integrity even when the moment feels heavy or hard.

That choice still matters.

When your friends don't appreciate you are an obvious work of Neo(n) Renaissance art. 

Ahem. Ryane Bohm.

Most B2B messaging debates aren’t actually about words.

They’re about how early you’re allowed to talk about the future.

This is what causes the most disagreement internally.

Product wants accuracy. 
Sales wants what they can sell today.
Customer teams worry about over-promising.

All valid.

But product marketing’s job isn’t to freeze-frame the product as it exists right now. It’s to help the market understand where you’re headed and why that direction matters.

Especially in enterprise, where sales cycles can stretch from months to years (😅). Messaging has to account for where the product will be, not just where it is.

Playing it too safe has a cost.

Buyers want to know what works today—and what they’re betting on long term. 

No vision. No future. 

Good messaging doesn’t just describe the product. It pulls the market toward where you’re going.

“We didn’t know Docebo could do that.”

That came up during our quarterly analyst briefings. A few times. And that’s something no PMM team wants to hear.

We’re solid at keeping customers up to speed on what’s new. But it was clear we weren’t showing the market how much we’re actually shipping and evolving.

So we did something about it.

We launched a public-facing “What’s New” page on the .com for our quarterly releases, instead of keeping everything tucked behind a login.

This is our first swing. We’ll keep iterating. But it feels good to put our progress somewhere people don’t need credentials to see, especially with what’s going live later this January. 👀

Huge shoutout to Angela Cascella, Tasmina Rendall, PMP, and Janan Lewars for bringing this to life, and to Ben Battaglia for continuing to push us to think more intentionally about how we show up in the market.

Never stop learning.

Speaking of RKO, here’s what I’m excited for next week.

First: meeting the team in person.

I’m still relatively new, and there are a lot of people I haven’t even Zoomed with yet. Putting faces to names and starting real relationships beats any Slack intro.

Second: seeing our top-down goals for 2026.

I love a big audacious goal. Especially when there’s a clear plan and a shared sense of how we’re going to get there. (It helps knowing what on the roadmap and being super jazzed because of what’s coming.)

Third: working with our cross-functional marketing partners.

We all own different properties, priorities, and timelines. Getting everyone in a room to juggle all of that, make tradeoffs, and walk out with an actual plan is my kind of work.

The only thing I’m NOT excited for: Small talk.

As an introvert, it drains me fast. I can do it, but once I’m done, I’m done. Last year at Clari’s opening night cocktail party, I left after an hour and went to the hotel gym because I knew no one else would be there.

It was quiet, empty, and delightful.

I’ll consume books in any format — audio, digital, physical — but there’s something real special about a hard copy.

The satisfaction of turning the page.
A companion for a trip.
Dog-eared copies passed between friends.

I just finished Joy Ride by Kristen Jokinen (shout out to a fellow Bendite), and picked up three more to kick off the new year. 

As always, looking for suggestions on what to read next.

The hardest part of acquisition messaging is clearly articulating why 1 + 1 = 3.

If you’re not careful, acquisitions end up sounding system-centric. More platforms. More modules. More line items on a renewal. 

That’s where customers start to wonder who the acquisition was really for.

With Docebo and 365Talents, the point was never to build a bigger system. It was to build a better experience for the people inside it.

Most organizations don’t struggle because they lack skills data or learning content. 

They struggle because employees don’t know how to grow as roles change, and leaders don’t have a clear way to support that growth without bolting on yet another tool. (Or resorting to external hiring to fill in the gaps.)

Skills intelligence on its own explains the problem. Learning on its own tries to solve it. When they’re disconnected, people are left to piece it together themselves.

Bringing skills intelligence and learning together flips the focus back to people. 

Employees can see where they are, where they can go, and what to work on next. Learning becomes about progress, not completion. Upskilling and reskilling stop being abstract goals and start becoming achievable paths.

That’s the 1 + 1 = 3.

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Emily Pick

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The Battle

Tamara Grominsky

Emily Pick

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Performance Score.css-goub6s{font-size:var(--chakra-fontSizes-md);font-weight:500;color:var(--chakra-colors-gray-600);display:block;margin-top:var(--chakra-space-1);}Tamara Grominsky's LinkedIn Performance

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