Most product marketing teams plan their year around what engineering intends to ship. It feels rigorous, it fills a calendar, and it quietly guarantees that your priorities are set by someone else's sequencing rather than by what the company is actually trying to achieve. The business plan is a different document. It talks about revenue mix, retention, expansion, entering a segment, defending a category, and margin. Very little of it maps cleanly onto a release schedule, which is exactly why so much PMM work is busy, well executed, and hard to defend when budgets tighten. This session covers how to read your company's plan like an operator, translate its goals into a product marketing plan that survives contact with a shifting roadmap, and build the case for declining launches that do not serve it. It also covers the reporting side, specifically how to talk about your impact in the language the business already uses, so PMM stops being explained and starts being counted. You will leave with: - A method for translating company level goals into PMM priorities - A prioritisation model for deciding which launches earn real investment - A way to report PMM impact in terms your leadership team already tracks