Arjun Desai

Everyone is talking about Meta's billing shift to ACH. I'm proud of the Highbeam team for building a product that will make this switch easier and also unlock new ways to better handle advertising operations. Introducing: Highbeam Ad Spend Manager Built to solve these problems: 1. Rewards - We continue to deliver real cash back on ad spend, uncapped. Transparently and rooted in financial reality. 2. Operational security - Your ads shouldn’t go down because of a billing change. We give you clear visibility into your Meta limit, where you stand against it, and automatically trigger payments before anything pauses. 3. Flexibility & extended terms - Your financing should match how your business runs. - Want to keep using your card? You can. - Need more headroom than Meta allows? We extend beyond their limit. - Need time? We can push terms to 30 / 60 / 90 days beyond Meta’s net-30. I love this product - but more importantly, so do our customers. We want to be your long-term financial partner as your brand grows, not a program you try once for better rates. If you’re spending on Meta and want to join the waitlist for this product, reach out.

81

3 Comments

I’m becoming increasingly convinced that if Product Marketers still have to spend a large amount of time explaining what we do and the value we bring, that’s on us...not the org. Before PMM, I worked in strategy. My title was “Senior Strategy Manager.” Nobody knew what the hell that meant. I assumed it was my fault. I couldn’t explain who found me valuable or why. Now, in PMM, I see the same pattern. Our role looks different everywhere (like strategy roles). We anchor on outputs like slides, one-pagers, launches, positioning...but rarely our impact. That’s why people still ask what we do. The truth is: Product Marketing exists to connect product, market, and revenue. We bring together what we build, how we sell it, and whether customers actually see value once they buy. With Product, we try to make sure what’s built aligns with what buyers want. With Sales, we make it easier to win with sharper stories, stronger positioning, cleaner objection handling. With Demand Gen, we help campaigns convert with better targeting, messaging, channels and content. Done well, PMM is a revenue driver. Done poorly, it’s a deck factory. And that’s the part we control. We should assume that our work shows in numbers, or it doesn’t matter. Until we anchor our value in the same metrics the CEO and CFO care about, pipeline, win rate, retention lift, etc we’ll keep explaining instead of leading. I think we need to stop defending the role and start focusing on moving metrics. #PMM

90

23 Comments

I’ve spent years loudly opining about where product marketing should sit in an org. So it only feels right to share that my own setup recently changed. I'm now part of the Brand team at Buffer, reporting to the legendary Hailley Griffis. Here's the logic (as I knew you were going to ask anyway!) 1. Brand and product marketing are converging. There's a growing conversation about brand, taste, and distinct voice being the real differentiators in a world of AI-generated everything. The line between the two disciplines is getting blurry. 2. I was a solo PMM reporting directly to our CEO, which sounds cool (it was) but also meant I was on something of a product marketing island, juggling too many things and struggling to make the big strategic ideas actually happen. So less island life, more team sport. 3. Hailley is an incredible operator and communicator. We'd already been working more closely together before the change, and I've been learning something new from her every single week. Also she's based in the US, which means we now have timezone coverage for cross-functional meetings that doesn't require either one of us to be half-asleep. I reckon brand and PMM teams are going to keep getting closer and I love that for product marketers. Has your marketing setup changed recently? Keen to hear how others are thinking about this.

69

14 Comments