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?

Tiny Experiments by Anne-Laure Le Cunff, was my favorite book of 2025.

Her core idea stuck with me: instead of chasing big goals for years only to realize you didn't actually want them, run small experiments to test your curiosity first.

We've all been there. You have a goal. You spend years working toward it. You finally achieve it. And then... you realize it might have been the wrong goal to begin with.

Anne-Laure's approach flips that. Play with your curiosity. Validate whether you actually want something before you invest years going after it.

I'm excited to be speaking alongside her at Circle's Reimagining Community Strategy for 2026 event on February 3rd.

She'll be talking about building a culture of experimentation in communities. How to create a culture of experimentation where small tests, reflection, and iteration become part of the DNA of your community.

I'll be bringing a product leader's mindset to community building, covering how to clarify your community's positioning, build real feedback loops, and make smarter investment decisions.

It's virtual and free!

Register here 👉 https://bit.ly/4sXnd7O

Also excited to be sharing the (virtual) stage with Jocelyn Hsu, Matthew Carnevale, Mila Clarke, and Tom Ross!

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

Louise Dunne

Dojo

Senior Product Marketing Manager

Linnworks

Director of Product Marketing

Leading Product Marketing team of four at Linnworks, focusing on cross-functional strategy for: 
- Go-to-Market Strategy
- Messaging and Positioning
- Market and Competitive Intelligence
- Customer Advocacy
- Field Enablement

Head Of Product Marketing

As the first Product Marketing hire at Linnworks, my role focused on establishing fundamental deliverables, developing workflows and process and establishing Product Marketing best practice, and building out the team. 

Partnering with stakeholders at all levels across client-facing teams, Product and Marketing on key projects including: 
- Go-to-Market Strategy 
- Messaging and Positioning
- Market and Competitive Intelligence 
- Customer Advocacy 
- Field Enablement

Product Marketing Manager

Bazaarvoice

As Product Marketing Manager at Bazaarvoice, my role focused on the retail buyer persona, ensuring up-to-date messaging, positioning and content using internal and external research and data to inform decision making.  

In partnership with cross-functional teams supporting retail acquisition and retention, I developed field ready messaging, assets and training materials to demonstrate the value of the full Bazaarvoice suite of solutions and services to retail clients.  

In addition, in 2020 I led the GTM process for a new Ratings & Reviews solution for international retail markets including pricing validation, asset development and pre-launch readiness across internal teams.

As Product Marketing Manager (EMEA) I worked in partnership with EMEA leadership, global Product Marketing and Product Management teams to develop the localisation strategy for product and service offerings in the EMEA market. 

My responsibilities included: 
•	Identifying, building and executing local sales enablement initiatives in partnership with Sales Enablement and Sales leadership relating to product updates, sales best practice, competitive positioning and objection handling
•	Sharing subject matter expertise with customers by presenting the Bazaarvoice product roadmap, developing thought leadership and pitching pilot opportunities to high fit customers. 
•	Data analysis to inform competitive strategy and collateral for local EMEA competitors.

Product Marketing Manager (EMEA)

Sprinklr

I worked with the global Learning & Performance team to align training and development initiatives with company objectives, applying a blended learning approach to ensure a positive and impactful learning experience for field teams. 

Key projects include: 

•	Q1 2018: Adaptation of role based certification for Solutions Consulting team. 
•	Q1 2018: Managing content creation for breakout sessions at annual sales kick off including development of job aids, pre-work and e-Learning courses and tailored product presentation materials.
•	Q4 2017: Program management for global Sales certification project including identification of learning objectives, design of curriculum, testing matrices and ongoing knowledge checks. 
•	Q3 / Q4 2017: Owner of 6 month sales onboarding curriculum and measurement framework to track new hire time to productivity

Manager - Internal Learning & Performance 

My role as Solutions Consultant at Sprinklr involved partnering with our UK and European sales teams to provide consultation about Sprinklr’s product and use cases. 

This required strong communication skills, a combination of technical expertise and strategic thinking to creatively present solutions to our prospects. 

Using established sales best practice, I supported Sprinklr's sales team and our customers to uncover needs, business challenges and pain points to develop a tailored solution that resulted in positive business outcomes, reduced risk, increased efficiency and added business value.  

This approach included responding to RFPs, running bespoke demonstrations of our platform, supporting hands on workshop with stakeholders and liaison with decision makers throughout the customer's organisation.

Solutions Consultant

Edelman

Senior Account Manager with the Digital team at Edelman. Responsibilities include strategic planning and execution of cross-platform campaigns for FMCG clients as well as influencer management, creation of digital assets and global market coordination.

Senior Key Account Manager

Account Manager with the Digital team at Edelman. Responsibilities include planning and execution of cross-platform campaigns for FMCG clients as well as influencer management, creation of digital assets and global market coordination.

Account Manager

iiNet

Communications Officer in the Digital Team at iiNet, Australia's second largest DSL Internet Service Provider (ISP).

As editor of the widely read iiNet blog I was responsible for growing readership and developing relevant content. 

I was also responsible for community management on iiNet's social channels, driving growth and engagement across Twitter and Facebook through creative social media campaigns.

Communications Officer

EML Wildfire

Following the merger between EML and Wildfire PR to form EML Wildfire, I worked on high impact international PR campaigns as well as supporting new business development and line managing junior staff.

Account manager for a diverse portfolio of international B2B tech clients.

Responsibilities included product launches, thought leadership campaigns, exhibition support and managing an international agency network across Europe and Asia.

EML is an independently owned PR agency with a proven track record of enhancing the reputations of leading international names in the technology industry. It has implemented numerous successful campaigns across the UK, Europe, the United States and Asia and its measurable, sustained results have earned EML a reputation as a leader in its field. 

From media relations, international event management to communications advice and guidance on strategy and positioning, EML offers a fully integrated service that delivers results not just promises.

Senior Account Executive

Unique Media

Day-to-day management of accounts across consumer, corporate and technology, fashion, healthcare and lifestyle PR.

I was also involved with team management, delegating tasks and supervising junior staff and interns.

Senior PR Account Executive

Managed accounts across consumer, corporate and technology, fashion, healthcare and lifestyle PR.

PR Account Executive

A collaborative, purpose-driven product marketing team lead, I have a proven track record to competitively position SaaS B2B products and drive revenue, growth and retention. 

Through my career, I’ve managed go-to-market strategies for product launches, integrating high-impact content and product messaging that influences buyer decisions. 

I enjoy the dynamic aspects of my role as stakeholder manager, researcher, data miner, and instructor, aligning and articulating goals across the enterprise. More recently at Linnworks, I've established the Product Marketing practice and grown the team to 4, providing strategic oversight and coaching across Product Marketing pillars. 

By applying market-leading sales methodologies and cultivating strong cross-functional best practice, our team articulates the value of the product and brings the voice of the customer into all we do at Linnworks.

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The Battle

Tamara Grominsky

Louise Dunne

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taplio

The Battle

Tamara Grominsky

Louise Dunne

Followers

Posts

Engagements

Likes

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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