Get the 30-60-90 Day Onboarding checklist for product marketers to help you start your new product marketing job with ease and confidence. Download My 30-60-90 Day Onboarding Checklist for Product Marketers Learn how to start your new PMM job with confidence. By providing your email address, you'll also subscribe to my newsletter. You can unsubscribe at any time, and I respect your privacy. Angelea Ennamorato Product Marketing Lead "As I tackled my role as a startup's founding PMM, I knew I needed help. Yi Lin brought in amazing qualities as a coach—perspective, wisdom, and empathy (to name a few)—that propelled me to a new phase of my career and job where I felt empowered to tackle opportunities and challenges." Starting a new job is exciting, but it can also be filled with stress and burnout. The first 90 days on a new job are usually the most critical and challenging period in your professional career. The actions you take (or don’t take) during this time will largely determine whether you succeed or fail. This is why I am so excited to share this template with you. It will help you onboard with the right strategy and mindset. The information in this checklist has been gathered first-hand from helping dozens of clients ace their first 90 days, and I hope it will help you too!

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Download the first-ever report built by PMMs, for PMMs, based on insights from over 200 working product marketers. Inside, you’ll uncover how PMMs are actually using AI today: how often, for what tasks, and which tools they rely on most. You’ll also see how AI is reshaping core responsibilities, where the real risks and limitations lie, and where the field is headed next. Plus, get real prompts and use cases straight from the people doing the work. Download this report, the first of its kind, built by PMMs, for PMMs. Based on insights from 200+ product marketers , this isn’t your typical industry report. Inside, you’ll find: How PMMs are really using AI How often and for what The tools they rely on Impact on core responsibilities Risks, limitations, and what’s next Real prompts and use cases , straight from PMMs More than data and charts, this is a no-fluff guide to help you take action, whether you’re a new PMM, a seasoned leader, or somewhere in between. You'll also receive my monthly newsletter, with occasional updates full of practical tips and insights you care about. Unsubscribe anytime. State of AI in Product Marketing 2025 Report + Guide How is AI really changing the work of PMMs?

Have you ever been told to reposition a product by next Friday, without a clear brief, no research, no roadmap alignment, and barely anyone in the company even aware it’s happening? If so, you’re not alone. This happens all the time. Repositioning in product marketing gets mistaken for a simple messaging tweak when it’s really a strategic, cross-functional shift. And when that’s not understood, you wind up with missed timelines, misaligned teams, and a whole lot of unnecessary stress. I’ve seen firsthand how PMMs and their teams are thrown into these situations without support, clarity, or time. So I’m writing this guide to help you do repositioning differently – and the right way . You’ll learn: What is repositioning, and when should you do it Common mistakes in repositioning A step-by-step playbook to reposition A real-world example: how I repositioned a product for the U.S. market, and helped grow its ARR by 240% in one year Today’s newsletter is a long one, but stick with me, because it's a hugely important strategic skill for PMMs to develop. Let’s walk through how to do it right. What is repositioning, and when should you do it? Repositioning is when a company wants to change how it’s perceived in the market , usually because its current position is limiting growth, no longer relevant, or misaligned with strategic goals. It’s about answering the deeper question: What space do we want to own? You can think of it as moving where you are on a magic quadrant if you are a B2B product. This isn’t just a cosmetic change; you have to earn this move. So, when should a company actually reposition? Some common reasons are: You’re moving upmarket - For instance, you started with SMBs or self-serve customers, and now you want to win larger enterprise deals. You’re entering a new market - Maybe you’re expanding from Europe into the U.S., or launching in APAC. Different regions can have different competitive dynamics, buyer expectations, and category definitions. Your ICP has changed - Maybe your original customer base isn’t converting like they used to, or your best-fit customers now look very different. You’ve gone through a major pivot, launch, or acquisition - A big change in your product offering or company structure often creates a mismatch between how you’re perceived and what you actually offer. Just as importantly, here’s when NOT to reposition: Your company missed its quarterly numbers and wants a quick fix. Leadership is bored and wants a “refresh”. You’re chasing a new segment without fully understanding your existing one. Repositioning ≠ Rebranding One thing I want to emphasize is the difference between repositioning and rebranding. I have heard people use “repositioning” and “rebranding” interchangeably, but they’re not the same. Repositioning is the strategic shift: who you’re for, what problem you solve, and where you play in the market. Rebranding is the expression of your identity: logo, visuals, voice, and brand guidelines. They can go together, especially if the rebrand helps reinforce the repositioning. But they’re not interchangeable. A rebrand without true repositioning is just a cosmetic update. And a repositioning without any visual or verbal changes might not stick with the market. While in most cases you do them together, it doesn't always have to be the case. Check out the scenarios below. So next time your boss says, “Let’s reposition,” ask: Are we repositioning, rebranding, or both? And what are we actually trying to change? Common reasons why repositioning in product marketing fails Before we dive into what we should do, let’s address some common pitfalls. Here are the top reasons I’ve seen repositioning efforts fall apart: 1. You didn’t do sufficient research and validation Positioning should be built on INSIGHT - customer discovery, market analysis, and competitive mapping. But too often, teams skip this step or rush through it because leadership wants fast results or has established yet untested assumptions. I've heard it over and over from PMMs: “We didn’t spend enough time on validating the new target segment, and moved ahead with incomplete data, which means we didn’t realize some critical insights that would have made us position very differently.” If you don’t understand how the market sees you today and what your customers want, you’re just guessing. And that certainly won’t yield the results you’re looking for. 2. You forgot about your core customer One of the biggest risks in repositioning is chasing a new audience or segment and abandoning the customers that actually built your business. Companies are generally resource-constrained, and if you are chasing a new segment, you have to divert GTM resources to this new area… which means under-investing in the core. 3. You didn’t get internal alignment The product team is on one page, sales is on another, and marketing is off writing new copy. Meanwhile, no one agrees on the “why” behind the change, or what success even looks like. And worst of all, the product roadmap isn’t aligned with the new narrative. If the product itself doesn’t back up the story you’re telling, the market will smell the disconnect. That’s how you end up with fluffy decks and marketing jargon that don’t convert. This is a classic issue of operating in silos when doing a repositioning project. 4. You put a junior PMM in charge with no support Repositioning is a high-stakes, cross-functional effort. It requires exec alignment, clear decision-making, and real strategic judgment. But way too often, I see junior PMMs or solo ICs thrown into the deep end with no guidance, no air cover, and no power to influence product or sales. And when things don’t go well, they get blamed for it. If that’s you, it’s not your fault. But you do need to raise the flag early. This kind of project is bigger than one person, and you deserve support to make it successful. 5. You confused repositioning with rebranding I made this point above, but it’s worth restating because it happens so frequently. Someone says, “Let’s reposition,” and what follows is a visual refresh, new logo, new website, maybe a catchy new tagline. That’s rebranding . To read an in-depth story on a failed repositioning, ​check out this article​ on SurveyMonkey's attempt gone wrong. The 5-step framework for repositioning your product A successful reposition must be treated as a full GTM exercise . Below is a five-step process designed to help you succeed. Step 1: Identify business objectives Every successful repositioning starts with clarity on what you're trying to achieve. For each objective, establish clear success metrics. For example, if you're entering a new market, what market share do you expect to capture in 6 months? 12 months? Work with your manager and leadership on this to drive buy-in and alignment. Pro tip: Create a one-page brief documenting the business case for repositioning, including current state assessment, target vision, expected impact, timeline, and resource requirements. Step 2: Understand your best-fit customers This step is all about customer research. Before you can effectively reposition, you need data-driven insights about who your customers really are and what they actually care about. Key research methods to employ include win/loss analysis, customer interviews, surveys, and market sizing analysis. Once you have this research, you can accurately: Segment your target market based on validated criteria rather than assumptions Define detailed buyer personas with real insights into their priorities Map the buying committee with clarity on who influences decisions Identify their jobs-to-be-done with confidence Remember: Repositioning often means deprioritizing certain audiences to better serve others. Your research should give you the confidence to make these tough choices based on evidence, not intuition. Step 3: Determine competitive alternatives This step answers the fundamental question: "Who are we positioning against?" When you reposition, your competitive dynamics often change. The competitors you thought you were up against might not be your actual alternatives in customers’ minds. This is why determining competitive alternatives is a critical standalone step. It’s important to choose the ONE competitor that most customers compare you against. This becomes your primary reference point for differentiation, instead of positioning yourself across so many competitors or competitive categories. The output of this step should be a clear understanding of who you're positioning against, which informs how you'll articulate your differentiation in the next step. Step 4: Identify unique differentiators and create positioning and messaging This is where all the insights from steps 1-3 come together in a focused workshop setting. Rather than multiple fragmented sessions, I recommend a single, comprehensive (2-3 hour) workshop with key stakeholders from product, sales, marketing, and leadership. In this workshop, you'll: Review research insights - Share key findings from customer research and competitive analysis Complete the positioning framework - Work through these core elements: Who is our target customer? (From Step 2) What category do we play in? Who is our primary competitive alternative? (From Step 3) What are our unique capabilities? What value do those capabilities deliver? What's our evidence? Craft the core narrative - Develop a simple, compelling story that communicates your positioning The real output isn't the workshop itself; it's the formalized positioning brief that follows. This document becomes your single source of truth and should include: Positioning statement (1-2 sentences) Target audience definition Category definition Unique differentiators (3-5 points) Messaging pillars with supporting proof points This brief shouldn't just live in a PMM's documents folder. It should be socialized, referenced in planning, and used to evaluate future marketing initiatives. Everything that follows in your go-to-market should align with this brief. When I work with clients, I find that it’s not just the workshop discussions but also the formalized brief that makes positioning stick. It creates the foundation for all your messaging and becomes the reference point for the internal and external rollout in Step 5. Step 5: Implement promotional and enablement plan Execution is where most repositioning efforts succeed or fail. Going in depth on a promotional plan is outside the scope of this newsletter, but here is the overview: Internal rollout: Schedule dedicated briefings with each department Create enablement resources (battlecards, talk tracks, FAQs) Update sales presentations and establish feedback channels External rollout: Prioritize assets for updates (website, sales materials) Create a content refresh plan and customer announcement strategy Update digital presence and plan launch activities Case study highlight: How repositioning drove 240% ARR growth: JUUNOO’s US expansion story To bring this to life, I wanted to share with you a real case study of a company I advised. When JUUNOO, a European sustainable construction startup, struggled to gain traction in the US, the then Head of Product Marketing, ​Matt Benson​ , brought me in to lead a repositioning effort. Their existing messaging focused on sustainability, but that wasn’t what US buyers cared most about. Using my 5-step framework, Matt and I uncovered what did  matter: speed, minimal disruption, and ROI. Together, we Clarified business goals : Break into the US commercial real estate market and build a reliable pipeline. Interviewed target buyers : Speed of installation, not sustainability, was the key decision driver. Analyzed competitors : JUUNOO wasn’t competing with other green startups, it was up against traditional construction. Facilitated a positioning workshop : We reframed JUUNOO as “cost-effective construction for adaptable workspaces” instead of “Europe’s most sustainable wall system.” Revamped go-to-market : We focused on the most important marketing and sales assets given limited resourcing. This meant prioritizing paid ads (TOFU), a strong customer case study (MOFU), and sales talk track (BOFU) to shift focus on speed and ROI. These were the results we were able to generate within 1 year: 240% YoY ARR growth in the US 40%+ lower customer acquisition costs 140M+ media impressions (Forbes) Major increase in qualified leads 👉 Same product. New story. Wildly different results. "Repositioning the same product completely changed our growth trajectory in the U.S. The work Matt’s team led was the single most important driver of our sales acceleration." — Jon Agostino, Head of Sales, JUUNOO What’s next I hope this newsletter gave you tangible steps to approach your next positioning or repositioning project with more clarity and confidence. Whether you’re navigating a complex project or looking to level up your strategic leadership, I offer ​private 1:1 coaching to help you tackle PMM and leadership challenges with clarity and confidence. If you need more hands-on support, I also offer embedded fractional consulting and advisory services to drive execution and momentum. Curious which is best? Just hit reply, and I would be happy to chat. Here’s to your success, Yi Lin P.S. Additional ways I can help: Land your dream job — through ​1:1 coaching​ or the ​PMM Job Search System​ ​ Ramp faster ​ — if you’re starting a new role, I’ll help you onboard with confidence

In the past two issues ( issue 1 , issue 2 ), we dug into exactly how to get promoted in product marketing, so if you’re clear that moving up is what you want, those articles are a great place to start. But what if you’re not sure? What if you’re questioning whether promotion is even the right path for you?  Or maybe you’re still figuring out if product marketing is where you want to stay.  Maybe you’re just getting started and haven't even landed your first PMM role yet. If that’s where you’re at, this issue is for you. Today, we’re shifting the focus to something equally important (and often overlooked): How do you actually figure out what kind of product marketing career you want to build? We’re going to walk through: The many alternative paths to growth beyond traditional promotion A simple framework to help you design a career that fits you now, not just who you used to be And practical steps to move forward, even if you’re feeling stuck or unclear Let’s get into it. Promotion is not the only way to grow (in your product marketing career) A few years ago, I was offered a VP of Product Marketing role: $70K more in base salary, a shiny new title, and a clear step up the ladder. And I turned it down. Why? Because I realized... I didn’t actually want  to be a VP. At the time, I was a Director of PMM, and on paper, the next step was obvious: bigger title, bigger paycheck, more prestige. But when I honestly assessed what the role entailed, i.e. the nonstop stress, the constant executive politics, I knew it wasn’t the right path for me. What I really wanted was freedom . Space to breathe. Control over my time. And the chance to build something that was fully mine, where I could coach, advise, and create from a place of meaning. So I made a different kind of move:  I stepped off the ladder entirely. Because I don’t think career growth is a ladder. It’s a loop. A loop that cycles through learning, growth, mastery, harvest, and reinvention.   And when I walked away from the traditional path, I wasn’t going backwards. I was starting a new loop, bringing all my experience with me. And this wasn’t the first time I’d done that. Earlier in my career, I was a civil engineering analyst in a consulting firm. That loop ended when I realized I didn’t want to do that forever, and I took the leap of faith to start from scratch in tech.  Later, I burned out in PMM and became an artist (yep, I learned what “starving artist” really means).  And eventually, I came back into tech, stronger and clearer, by building my coaching business, and having my fractional consulting work grow alongside it. So, I want you to know this: You don’t have to stay on one track just because it’s what you’re “supposed” to do. We’re living in a time where so many paths are open. You don’t need another certification. You don’t need permission. You just need to get honest about what you want, and be willing to experiment your way into it. I’ve seen people make all kinds of courageous moves: My friend Brian  went from insurance adjuster → customer success → product marketer → strategy lead at JPMorgan. My client Robin , a music teacher with FIVE young kids (under 10!), who broke into product marketing and started her new job last week. Other clients have gone freelance, started agencies, pivoted into ops, content, biz strategy - you name it. In fact, here are  some common alternative paths you can take instead of aiming for a promotion:  It’s all possible. But the real question is: What’s right for you? That’s where most people get stuck. Not because they’re lost. But because they’ve never had the space to ask what they actually want . Or what success looks like now , not 10 years ago. So in the next section, I’ll share how to start designing your next loop. A career that fits you , not someone else’s idea of success. Let’s get into it. How to figure out your career path & take action As someone with ADHD, it’s incredibly hard for me to get clarity. I always want to do 10 things at once. I overthink. I spiral. For years, I felt stuck in indecision because I was waiting to figure out the perfect  next step before taking any action. But the biggest transformation in my career happened when I learned about design thinking . Instead of trying to solve for a perfect, linear answer, design thinking taught me to form a hypothesis , test it fast , and then take the next small step . It’s iterative, bite-sized, and rooted in actual lived experience, not fantasy. This is the exact framework I now use to help clients (and myself) navigate nonlinear, purpose-driven career loops. Here’s how it works: Step 1: Write Your Future Vision Story Not the kind of story that’s about your title, salary, or LinkedIn headline. I’m talking about your life , 2 years from now. What does it feel  like? What are you doing during the day? Who are you spending time with? How many hours are you working? What’s your energy like when you wake up? What would make you feel calm, proud, and alive? When I first did this, it was in a workshop with my friend/mentor Keiko, four years ago. I wrote about coaching people I love, empowering others to figure out their own path, traveling, spending time with my family, and not having to answer to anyone. It felt far away at the time, but writing it down gave me the courage to walk away from a path that wasn’t serving me. That story became my anchor. This is the first thing I ask my Thrive leadership clients to do, too. It cuts through the noise and brings you back to you . Step 2: Brainstorm 2–3 different paths that could get you there There’s never just one way to reach your vision. In Designing Your Life , this is called Odyssey Planning, and I love that because it gives you permission to explore. So many of us get stuck thinking there's one “correct” path. Instead, sketch out a few different ideas. For example: What if you stayed in your role but shifted focus to something you care more about (like mental health, sustainability, or accessibility)? What if you went freelance for 6 months to test consulting? What if you pitched a new role internally that’s more aligned with your superpowers? Even if the ideas feel wild or incomplete, it’s okay. You’re not choosing yet. You’re just seeing what’s possible. Step 3: Choose 1 path to prototype and take action Once you have a few paths laid out, pick the path that gives you the most energy  - not the "most correct" one or the one that looks good on paper, but the one that feels  most alive to you. Then test it with the smallest possible real action: Have a conversation with someone already doing it Shadow a friend or colleague in that space Ask your manager to let you try something new Apply for a job you're curious about Create a workshop around that idea Once you take the first small step, you can use anything you learned to then guide the next step forward.  This is how I help clients design their own courageous career path - not by overthinking, but by doing small things on purpose, iterating  and building momentum over time. If this framework resonates, here’s my invitation: What would it feel like to stop overthinking and start taking clear, confident steps - with a guide by your side? My Thrive leadership coaching program  isn’t just about getting promoted. It’s built for moments like this, when you’re ambitious, but stuck. When you know there’s something more, but need clarity, courage, and a path forward. If you’re ready to move with purpose, reach out .  I’d love to support you. That’s all for now! See you next time.  Yi Lin

Today, we'll continue our discussion on getting promoted in product marketing. As a reminder, promotions aren't just about performance . They're about strategy, timing, and visibility . The full Promotion Playbook consists of four critical steps: 1️⃣ Be in the Right Place  (because some companies will never promote you)  2️⃣ Do the Right Work  (don't just "work hard"; do work that matters)  3️⃣ Get in Front of the Right People  (because unnoticed work won't get you anywhere)  4️⃣ Ask the Right Way  (so leadership has no choice but to say "YES" ) In our last newsletter, we covered the first two crucial steps: being in the right company and doing the right work. Now let's tackle the remaining elements that will seal the deal on your promotion. Today, we'll focus on steps 3 and 4  – the two most often-neglected ingredients in getting promoted, because even exceptional work won't get recognized if it's invisible to decision-makers. For your reference, this is part of a multi-part series on career advancement: Part 1 :  Focused on the first two ingredients you need: being at the RIGHT company and having the RIGHT skillsets. Part 2:   Focuses on etting in front of the RIGHT people and asking for promotion the RIGHT way. <— this newsletter.   Part 3:  Beyond traditional promotions - Alternative paths when conventional advancement isn't the right fit for you - coming in April.  P.S. my friend Brian Lee, Director of GTM Strategy at JPMorgan (and former PMM leader), and I have worked closely on this topic. In today’s newsletter, I’ll break these down and share a tactical approach to ensure you get the recognition and career growth you deserve. Step 3: Get in Front of the Right People (Driving influence) The value + recognition equation.  Imagine you're at the right company, working on meaningful projects, and consistently delivering excellent results. But as we all know, doing great work alone isn’t enough to secure a promotion. If the right people don’t see and recognize your contributions, they may go unnoticed. To advance in your career, you must ensure your work is recognized by those you aim to influence - not just your boss, but also key stakeholder teams. This is especially critical for PMMs, who often operate with limited direct authority. So, how do you build influence with the right people? It starts with understanding the Value-Recognition Equation . In our last newsletter, we covered how to create value. Now, let’s focus on the second half of the equation: getting recognized . Here’s how you can amplify your impact and drive influence in three key steps: 1: Map your circle of influence  The first step is identifying who needs to see your work. These needs to be people who have real power who can actually advocate for you:  Your direct reporting line:  Manager and their manager Cross-functional partners:  Product leaders, sales representatives and so on  Executive sponsors:  VPs and other decision-makers who approve budgets and headcount Quick Action:  Set aside 15 minutes this week to create a simple influence map. Draw yourself in the center, then add everyone who influences your career growth as connected circles around you. Note their roles and decision-making power. 2: Understanding what matters to them Once you've identified your key stakeholders, take time to understand: Their goals:  What they're measured on and what success looks like for them Their blockers:  What prevents them from achieving their goals Their communication preferences:  How they like to receive information For example: Sales teams  are measured by quotas and deal velocity. They need concise, actionable content they can immediately use with customers that actually work.  Product teams  care about driving adoption and championing the product. They want PMMs who deeply understand the product and can articulate its value. Leadership  is focused on bottom-line results. Always ask yourself "so what?" about your work until you can connect it directly to business outcomes. If you feel that your stakeholders won't make time for you to understand their goals, remember you can make time for them. Instead of just asking them to meet 1-1, start by reviewing their team OKRs or public goals. Attend their team meetings as an observer. If possible, shadow them for a day to see their challenges firsthand. 3: Add value consistently  With this understanding, you can align your work to address what matters most to your stakeholders: Match your work to their priorities:  Help solve their problems Be proactive:  Anticipate needs before they arise Plan your socialization strategy:  Just as you would plan a product launch, create a plan for how you'll share your work's impact This last point is crucial and often overlooked. For every major project or initiative, set aside time in your project plan specifically for socializing your work and its outcomes. Don't wait until the project is complete - create multiple touchpoints throughout the project lifecycle: When you create the initial plan At key milestones Before launch ("pre-launch roadshow") After launch results are available During retrospectives Influence is not self-promotion.  With these steps, you'll be well on your way to building relationships and getting recognized. But if you're introverted or feel uncomfortable with "selling yourself," like I am, remember: influence isn't about self-promotion - it's about building genuine relationships through value and education. By shifting your mindset, you'll see that influence is a natural  and essential part of being an effective employee. When the right people step up and drive influence, they create positive ripple effects that benefit their teams and organizations. Meet Dia…  One of my clients, Dia, a PMM at a growth-stage B2B cloud company, hadn't been promoted in four years despite transitioning from lifecycle marketing to product marketing and performing well.  She was frustrated, felt stuck, and it didn’t help that in 4 years she had 3 different managers.  Working together, we identified that she needed to improve how she socialized her work and build stronger relationships with the product team - the most important stakeholder in her circle of influence (instead of only trying to prove her worth to her managers). Understanding this, she focused on a tier-one product launch, actively treating the product managers as partners in the process rather than just stakeholders. She included them throughout the launch planning and execution, created a killer launch plan, sought their input and incorporated their feedback. The results of the launch were transformative. Dia received written praise from the product team (which was shared with her manager), and the lead product manager even told her, "you're now part of the product team :) " – the ultimate validation.  After this successful launch, she got a note from her manager that said “The launch was phenomenal, and I heard positive things from the Head of Product - well done” Step 4: Ask the Right Way (To get promoted as a PMM) So, you've built a strong circle of influence and are thriving in your role by delivering great work. But does that mean a promotion will automatically come your way? No. You have to make the ask. One of the most valuable lessons I learned early in my career came from a VP in my first marketing role. He told me that 99% of the promotions he received happened because he asked for them directly.  Making the ask signals your ambition and holds your company accountable for supporting your growth. But when  and how  you ask makes all the difference. The Biggest Promotion Misconception If you’re asking for a promotion during your performance review, it’s already too late . By the time that conversation happens, the decision has likely been made. Promotion decisions don’t happen in the review meeting, they happen months earlier , during informal discussions and calibration meetings. Your review is simply the final, formal announcement. Think of your promotion like a product launch and work backward from your review date. Since most performance reviews happen annually or semi-annually, you need a strategic approach to proactively shape the decision before it’s made. Here’s a promotion playbook  to help you influence the outcome and maximize your chances of success. When and How to Ask  6-12 months before your review  Start by aligning your goals with a promotion in mind. Work with your manager to create a career development plan : a structured document outlining where you are now, what’s required for the next level, and the steps to bridge that gap. This should include: A current level assessment  of your skills and strengths A target level breakdown  of what’s needed to get promoted A gap analysis  highlighting key areas for growth A clear action plan  with specific projects and initiatives to develop those skills The support and resources  (mentorship, training, coaching) your manager can provide Beyond formal planning, actively identify and take on key projects that showcase your ability to operate at the next level. Schedule career development check-ins  separate from your regular 1:1s to ensure ongoing alignment and feedback. 3-4 months before your review At this stage, start collecting proof of impact. Gather results from your projects, seek feedback from stakeholders, and reinforce your interest in a promotion with your manager. Keeping it top of mind ensures they advocate for you when decisions are made. 1 month before your review Document your key achievements and present them to your manager. This makes it easier for them to build your case during promotion discussions. As a former manager, I can tell you—while leaders are aware of big wins, having everything documented makes their job easier and ensures nothing is overlooked. Proactively sharing your progress allows you to control the narrative. Strategic timing beyond the review cycle  While annual or semi-annual reviews are the most common promotion moments, you can also leverage key career milestones to make your ask: After major wins:  Strike while the iron is hot, especially when you've driven strong results or received company-wide recognition. After taking on new responsibilities:  If your role has expanded but your title and compensation haven’t, it's time to discuss leveling up. When already operating at the next level:  If you're consistently executing at a higher level, make the case that the promotion is simply a formal acknowledgment of your contributions. Final word By following this approach, you take control of your promotion path while ensuring your manager can provide the right support. But remember, promotions don’t always happen on your timeline.  External factors like budget constraints or organizational shifts can delay even the best-laid plans. If your manager is invested in your growth but the promotion doesn’t happen, stay open-minded and adjust your strategy accordingly. Dia’s story.. continued...  After Dia’s successful launch and the glowing feedback her manager received, she seized the moment to ask for a promotion. To ensure a strong case, we crafted a strategic approach that framed her impact as a win for both her manager and the team. In her next 1:1, she made the ask, and her manager responded positively. Within two months, at her next review, she was promoted to Senior Product Marketing Manager with a 17% salary increase. But Dia didn’t stop there. Committed to reaching Director, she worked on a structured development plan, aligning her growth with her manager’s goals. This proactive approach set her up for long-term success and strengthened her leadership impact. Putting It All Together: Your Action Plan Remember, to maximize your promotion chances, focus on these four steps: Be in the right place:  Use the career health checklist to assess your environment Do the right work:  Create a career growth plan to target high-impact projects Get in front of the right people:  Map your influence circle and create a socialization strategy Ask the right way:  Develop a career development plan with your manager and time your request strategically Three Actions You Can Take This Week: Map your circle of influence  – Identify the 5-10 people who most impact your promotion prospects Schedule a career development conversation  with your manager separate from your regular 1:1s Choose one high-visibility project  to focus on this quarter and create a plan to socialize its results In the next newsletter, we will discuss alternative paths to career growth. As you have probably seen on my LinkedIn post, getting promoted is NOT the only way to grow, because our career is not linear, and it’s not just about pursuing going up the ladder.  How I can help  If you read this and thought, Wow, this is great , but you also know that just reading advice isn’t enough to actually get promoted—then my coaching might be exactly what you need. In Thrive , I work with PMMs who want to move up to high IC and Director (or adjacent leadership roles) without wasting months figuring it out alone. This is a highly tactical and effective mix of PMM coaching + career coaching, designed to get you real results. If you’re ready to take control of your career path, let’s talk.  That’s all for now!  See you next time.