How I Do Product Marketing in Messy, Real‑World Orgs

Most teams say product marketing. What they actually have is a mix of feature launches, a few landing pages, and some ad hoc docs for sales. My job in this lane is to turn all of that into a coherent story and system that ties product, growth, and SEO together.

I’m not trying to win awards for taglines. I’m trying to make it obvious who the product is for, why it exists, how it’s different, and how that shows up across search, landing pages, funnels, and in‑product moments.

How I think about product marketing
When I’m dropped into a product marketing problem, I’m basically doing three things:

• Clarify who this is for and what problem it actually solves in the real world, not just in decks.

• Turn that into a small set of positioning angles and use‑case stories that everyone can use founders, product, sales, content, performance.

• Build the artefacts that carry those stories into the wild landing pages, comparison pages, FAQs, onboarding flows, in‑product messaging, and SEO content.

Underneath that is a simple belief product marketing should make it easier for people to choose correctly and easier for the team to ship the right things.

Example
Crypto Wallet – using intent data as a product marketing tool, the work wasn’t just rank for best crypto wallet and hope. The real game was understanding how different types of people were actually trying to choose wallets and using that to shape both positioning and flows.

Broadly, I treated search and rankings data as a live research panel:

• Mapped high‑intent queries into real user jobs: safety, privacy/no‑KYC, yield, multichain, mobile‑first, on‑ramp off‑ramp, etc.

• Clustered those jobs into a small set of “ways to be the best wallet” safety‑first, privacy‑first, DeFi‑first, beginner‑friendly, etc., instead of one generic story.

• Used that to influence both the public story (website copy, wallet pages, reviews) and the internal story (what features to emphasise, what flows to tighten, and which partnerships to pursue first).

On the website side that showed up as:

• Wallet pages framed around specific use cases not just features.

• Guides and explainer content that answered real questions people had before choosing a wallet, not just what we wished they cared about.

• Clearer journeys from “I’m just trying to understand this stuff” to “I’m ready to install and fund a wallet”.

The result was a much cleaner bridge between intent in the wild and what the product actually promised on site and in app.

Example
Turning partner content into a product story (on well-known publisher sites)

On the partnership side the risk was always that we’d disappear into generic “top X” content that didn’t really say anything about who we were.

I treated those deals as product marketing channels, not just affiliate placements:

• Reframed briefs around what role our product plays in the user’s life portfolio hub, privacy‑first wallet, launchpad access, etc., instead of just insert logo at #1.

• Made sure the stories in those articles matched what people would actually see when they landed with us flows, features, and tone.

• Used those touchpoints to reinforce the same small set of positioning angles people would see on our own site.

That meant partner content, our own landing pages, and in‑product messaging were all pushing the same story, instead of three different versions of the truth.

My product marketing toolkit
I’m not precious about the exact artefacts teams use, but in practice I tend to build and run with:

• Positioning and messaging one‑pager: one page that captures who it’s for, main jobs, key promises, proof, and things we explicitly do not claim.

• Intent‑driven story map: how different segments and intent clusters discover, evaluate, decide, and what we show them at each step.

• Template library: landing page templates, comparison pages, FAQ structures, and explainer formats that we can reuse without reinventing every time.

• Simple launch frameworks: enough structure that product, content, and growth can ship together without getting stuck in meetings.

• Feedback loops: a regular way of listening to search, support, sales, and usage data so positioning and stories evolve with reality.

Where I fit in a team
In this lane, I usually sit between:

• Product – translating roadmaps, features, and constraints into narratives people can actually understand.

• Growth and performance – making sure campaigns, funnels, and SEO are telling the same story and chasing the same outcomes.

• Leadership – keeping the narrative clean at the top why we exist, who we serve, and what we’re betting on for the next 6–12 months.