Getting Credit for Cross-Functional Wins

We launched the product on Monday. By Friday, it had generated $3.2M in pipeline—3x our normal launch performance.

The CEO sent a company-wide email congratulating Product and Marketing for the successful launch. PMM wasn't mentioned. Not once.

I'd coordinated the entire launch. I'd built the positioning, trained sales, created all the enablement materials, and managed cross-functional execution. Product built the feature. Marketing ran ads. But PMM made the launch work.

Nobody knew.

When promotion discussions came up that quarter, a peer from Product got promoted for "leading successful product launches." I got "meets expectations" for "coordinating launches."

Same launch. Different credit. The difference? She'd made her contributions visible. I'd assumed my work would speak for itself.

This is the PMM trap: You do cross-functional work where success is shared and failure is yours alone. When launches succeed, Product, Marketing, and Sales get credit. When they fail, PMM gets blamed for poor coordination.

Most PMMs accept this as inevitable. The smart ones learn to make their contributions visible without looking like credit-seekers. That's not self-promotion—it's career survival.

Why PMM Work Becomes Invisible

Here's what I learned after that launch: Cross-functional work is invisible by design.

Product ships features—everyone can see the product. Marketing runs campaigns—everyone sees the ads and content. Sales closes deals—it's in the CRM.

PMM work happens between functions. You create positioning that Product and Marketing use. You build enablement that Sales uses. You coordinate launches that multiple teams execute. Your work is infrastructure that powers other people's visible success.

When a launch succeeds, people see:

• Product shipped a great feature
• Marketing ran effective campaigns
• Sales closed deals

They don't see:

• PMM positioned the feature so it resonated
• PMM created messaging that Marketing used in campaigns
• PMM trained Sales so they could articulate value

Your contributions are embedded in other people's work. Unless you make them visible, they stay invisible.

I've watched brilliant PMMs do exceptional work and get zero credit. I've watched average PMMs get promoted for mediocre work because they knew how to make their contributions visible.

The quality of your work matters less than the visibility of your contributions.

That's frustrating, but it's reality.

The Visibility Mistakes That Cost PMM Credit

Most PMMs make predictable mistakes that ensure they don't get credit for cross-functional wins:

Mistake 1: Assuming credit will be shared fairly

I used to think: "This was a team effort. Everyone will acknowledge everyone's contributions."

Wrong. In cross-functional projects, the most visible contributors get credit. Product presents the feature at all-hands. Marketing reports campaign metrics. PMM coordinates behind the scenes.

Unless you actively surface your contributions, nobody will do it for you.

Mistake 2: Waiting to be asked what you did

I used to wait for my boss or exec team to ask: "What did PMM contribute to this launch?"

They never asked. They assumed Product led it. PMM just helped.

If you wait to be asked about your contributions, you'll never get credit. You have to proactively surface them.

Mistake 3: Being humble about your role

I used to say things like: "The whole team made this launch successful" or "I just helped coordinate."

That sounds collaborative. It also erases your specific contribution.

Humility costs you promotions.

Mistake 4: Not documenting contributions in real-time

I used to try to remember my contributions during performance reviews. I'd forget half of what I did.

Now I document contributions the week they happen. By review time, I have complete data.

Mistake 5: Only talking about PMM work with PMM stakeholders

I used to update my boss on PMM contributions. Nobody else saw it.

Now I make contributions visible to the stakeholders who matter for promotions: CRO, CEO, VP Product, my boss's boss.

That's not going around my boss—it's making sure my impact is visible across the organization.

The Attribution Framework That Gets You Credit

After losing credit for multiple successful launches, I built an attribution framework to make PMM contributions visible:

Step 1: Define your role explicitly at project kickoff

Don't let your role be implicit. At the start of every launch or cross-functional project, I clarify PMM's role in writing:

"PMM Role in [Launch Name]:

• Own: Product positioning, competitive strategy, sales enablement, launch messaging
• Collaborate: Product roadmap (provide market insights), Marketing campaigns (provide messaging), Sales training (deliver enablement)
• Informed: Pricing decisions, launch timing"

I send this to all stakeholders at kickoff. Now my role is documented. When the launch succeeds, people know what PMM owned.

Step 2: Track contributions throughout the project

I keep a running doc of PMM contributions:

Launch Name - PMM Contributions

• Week 1: Conducted 10 customer interviews to validate positioning
• Week 2: Built messaging framework tested with 15 prospects
• Week 3: Created sales enablement materials and battle cards
• Week 4: Trained 45 sales reps, 90% certification rate
• Week 5: Coordinated cross-functional launch execution
• Results: $3.2M pipeline (3x normal launch average)

This documentation serves two purposes:

1. Real-time visibility into what PMM is doing
2. Post-launch record of contributions

Step 3: Share contributions visibly as the project progresses

I don't wait until the launch is done to surface contributions. I share updates throughout:

Week 2 Slack post: "Update on [Launch]: Completed customer research and message testing. Positioning is resonating well—8 of 10 customers said it clearly differentiates us. Full messaging framework ready for Marketing to use in campaigns."

Week 4 Slack post: "Sales enablement for [Launch] is complete. 45 reps trained, 90% certified. Early feedback: Reps feel confident selling this, clearest positioning we've had in a product launch."

Post-launch update: "Launch results: $3.2M pipeline in first week, 3x our normal launch performance. PMM contributions: positioning, messaging, sales enablement, cross-functional coordination. Great cross-functional effort by Product, Marketing, and Sales executing this."

Notice: I'm claiming credit while acknowledging others. Not "I did everything" but "here's what PMM did, and the team executed it well."

Step 4: Include contributions in formal communications

When the CEO sends an all-company email about launch success, I make sure PMM is mentioned.

I send my boss a note: "Great launch success! For the CEO email, want to make sure PMM is acknowledged along with Product and Marketing. Suggested addition: 'PMM built positioning and enablement that drove 3x normal launch pipeline.'"

My boss includes it. PMM gets credit.

If my boss forgets, I send it directly: "Congrats to Product and Marketing on the launch! PMM was proud to contribute positioning, messaging, and sales enablement that helped drive $3.2M in pipeline."

Now it's in writing where leadership can see it.

How to Get Credit Without Looking Like a Credit-Seeker

The biggest fear most PMMs have: "If I talk about my contributions, I'll look like I'm grabbing credit unfairly."

Here's what I learned: There's a difference between claiming solo credit and clarifying your contribution to team success.

Bad (looks like credit-grabbing): "I launched this product and it was a huge success."

Good (clarifies contribution): "Great cross-functional effort on this launch. PMM contributed positioning and enablement that helped drive 3x normal pipeline. Kudos to Product for building a great feature and Marketing for running effective campaigns."

You've claimed your contribution while acknowledging others. That doesn't look like credit-seeking—it looks like accurate attribution.

Here are scripts I use:

In team meetings: "This was a true team effort. PMM's contribution was [positioning, enablement, coordination]. Product built an amazing feature. Marketing executed great campaigns. Sales closed the deals. This is what good cross-functional collaboration looks like."

In 1:1s with leadership: "I wanted to give you context on the launch success. PMM drove three key things: [X, Y, Z]. Product and Marketing executed their parts brilliantly. The combination drove 3x normal performance."

In performance reviews: "Key contribution this quarter: Led positioning and enablement for [Launch], collaborating with Product and Marketing. PMM-specific impact: Created messaging framework used in all campaigns, built sales enablement achieving 90% certification, coordinated cross-functional execution. Result: $3.2M pipeline, 3x normal launch average."

Notice: You're not claiming sole credit. You're clarifying your specific contribution within team success.

That's fair attribution, not credit-grabbing.

What to Do When Someone Else Takes Credit for Your Work

Sometimes, despite documenting everything, someone else takes credit for PMM work.

Product presents the launch at all-hands and doesn't mention PMM. Marketing reports campaign success without acknowledging PMM messaging. Your boss tells the CEO about launch success without mentioning your contributions.

When this happens, you have three options:

Option 1: Correct the record immediately (high-risk, high-reward)

In the moment when someone else is presenting, you can interject:

"Great summary. Want to add context on PMM's role: we built the positioning and messaging framework Marketing used in campaigns, and created the sales enablement that drove 90% rep certification."

This works if you have credibility and the culture supports it. It fails if it makes you look defensive.

Option 2: Follow up privately and document

After someone presents without mentioning PMM, I send a private message:

"Great presentation on the launch! Quick note for future updates: PMM played a key role in positioning, messaging, and enablement. Would be great to include that when discussing launch success. Want to make sure all contributors are recognized."

Then I send my own update to leadership documenting PMM's contributions.

Option 3: Build it into retrospectives

In post-launch retrospectives, I make sure PMM contributions are documented:

"What went well: PMM positioning and enablement drove clear sales understanding. 90% certification rate was highest we've ever had. Messaging framework gave Marketing consistent language across campaigns."

Now it's in the official record.

The Long Game: Building a Track Record

Getting credit for one launch matters. Building a reputation for driving wins matters more.

The PMMs who consistently get promoted aren't the ones who fight for credit on every project. They're the ones who've built a track record that's undeniable:

After 6 months: "PMM has driven 4 launches generating $15M pipeline, improved competitive win rates 18%, and built sales enablement program with 85% certification rate."

After 12 months: "PMM has driven $40M in launch pipeline, improved win rates from 35% to 52%, reduced sales cycle time 12 days, and built competitive program that won back share from top competitor."

When you have that track record, you don't have to fight for credit on individual projects. Your body of work speaks for itself.

The way to build that track record:

• Document every contribution
• Track outcomes, not just activities
• Share progress consistently
• Build a brag document (more on this in the next post)
• Report quarterly impact summaries

By the time promotion discussions happen, you have 12 months of documented impact. Nobody can argue you don't deserve credit.

The Uncomfortable Truth About Credit

Most PMMs think getting credit is about doing good work. It's not.

Getting credit is about making your contributions visible to people who make promotion and compensation decisions.

You can do exceptional work that nobody sees and get zero credit. You can do mediocre work that's highly visible and get promoted.

That feels wrong. Credit should be based on merit, not visibility.

But organizations promote based on perceived impact, not actual impact. And perceived impact requires visibility.

The PMMs who get promoted aren't necessarily the best at PMM work. They're the best at:

• Documenting their role explicitly
• Tracking contributions in real-time
• Sharing updates visibly
• Ensuring formal recognition includes their work
• Building an undeniable track record

If you're not making your contributions visible, you're not getting credit. And if you're not getting credit, you're not getting promoted.

Start documenting now. Clarify your role at project kickoff. Share updates throughout. Ensure formal communications acknowledge PMM contributions. Build the track record that makes promotion discussions a formality.

Or keep doing great work quietly and hoping someone notices. Wonder why other people get promoted for launches you actually drove.

Your choice.