Plenty of companies have talented product marketers. Fewer have a true product marketing function: a shared operating model that turns individual strengths into consistent, connected, revenue-driving outcomes. I joined a fast-growing GovTech company earlier this year with a mandate to strengthen that foundation. The work has included earning credibility quickly, aligning a talented team around a shared operating model, and connecting product marketing's work more directly to pipeline and business outcomes while building on what was already working. This session is a real-time account, not a retrospective framework. I'll share what I've learned so far: how to assess where a PMM function actually stands, how to build trust with sales, product, and executive stakeholders before you have a track record, and how to shift product marketing from a collection of activities to a strategic business capability. You'll leave with a practical lens for evaluating your own function, identifying opportunities for greater alignment and impact, and accelerating the path from PMM execution to PMM influence.