Testimonials.
Straight from the horse's mouth
We survey all of our clients, the results of which go
directly to our CEO.
directly to our CEO.
Product marketing has always been a complex puzzle. The role shifts dramatically depending on the stage of the company, the kind of product, the customers or users and more popularly leadership.
Breaking it down:
Company Stage: In an early‑stage startup, a PMM might own everything from market research and buyer‑persona development to launch execution and sales training wearing the “jack‑of‑all‑trades” hat because there simply aren’t specialists on the team yet. By contrast, in a large enterprise the PMM often focuses narrowly on one or two areas (say, competitive messaging or channel enablement), coordinating across dedicated research, creative, and analytics teams.
Product Complexity: A highly technical B2B SaaS platform with dozens of integrations demands deep feature‑level messaging and rigorous technical enablement for sales engineers. A simpler direct‑to‑consumer app, on the other hand, may emphasize punchy, benefit‑driven storytelling and mass‑market digital campaigns.
Customer Segment: Engaging SaaS and B2B buyers requires account‑based marketing, detailed ROI calculators, and tailored demos or briefings, whereas targeting SMBs or end‑users leans on self‑serve onboarding, automated drip campaigns, and community‑driven content.
Leadership Priorities: When the CEO is laser‑focused on rapid user growth, the PMM’s priority might be acquisition funnels and viral referral loops. If the CFO is driving profitability, product marketers may invest more in pricing experimentation and LTV analysis. If the CMO is pushing brand awareness, you’ll see PMMs producing whitepapers, webinars, and PR partnerships.
Breaking it down:
Company Stage: In an early‑stage startup, a PMM might own everything from market research and buyer‑persona development to launch execution and sales training wearing the “jack‑of‑all‑trades” hat because there simply aren’t specialists on the team yet. By contrast, in a large enterprise the PMM often focuses narrowly on one or two areas (say, competitive messaging or channel enablement), coordinating across dedicated research, creative, and analytics teams.
Product Complexity: A highly technical B2B SaaS platform with dozens of integrations demands deep feature‑level messaging and rigorous technical enablement for sales engineers. A simpler direct‑to‑consumer app, on the other hand, may emphasize punchy, benefit‑driven storytelling and mass‑market digital campaigns.
Customer Segment: Engaging SaaS and B2B buyers requires account‑based marketing, detailed ROI calculators, and tailored demos or briefings, whereas targeting SMBs or end‑users leans on self‑serve onboarding, automated drip campaigns, and community‑driven content.
Leadership Priorities: When the CEO is laser‑focused on rapid user growth, the PMM’s priority might be acquisition funnels and viral referral loops. If the CFO is driving profitability, product marketers may invest more in pricing experimentation and LTV analysis. If the CMO is pushing brand awareness, you’ll see PMMs producing whitepapers, webinars, and PR partnerships.
Most of the founding team at Titaja have served as the first product marketing hires in organisations across industries. This unique experience has exposed us to every facet of the PMM function, some of us even went as far as revenue operations, product development and pricing. We didn't just wear many hats, we built the wardrobe.
While juggling these roles, we saw firsthand how this ‘do-it-all’ approach has a direct negative impact on the commercial success of the organisation which can stunt a product’s growth this means lesser value for the users. Stretching one person across too many priorities leads to diluted focus, slower timelines, and missed opportunities to truly connect with users. That’s why Titaja exists to break this cycle, giving each critical area of product marketing the dedicated expertise it deserves, so products can reach their full potential faster and more effectively.
While juggling these roles, we saw firsthand how this ‘do-it-all’ approach has a direct negative impact on the commercial success of the organisation which can stunt a product’s growth this means lesser value for the users. Stretching one person across too many priorities leads to diluted focus, slower timelines, and missed opportunities to truly connect with users. That’s why Titaja exists to break this cycle, giving each critical area of product marketing the dedicated expertise it deserves, so products can reach their full potential faster and more effectively.
