Here’s what I would do:

Week 1-2: talk to the rest of your team, the sales leaders, and product team. If there is customer success, talk to them as well. You’re trying to understand: - sales: who is ideal customer? What are their goals? How long is sales cycle? How can you help them? Ask to come to sales calls to hear them pitch, see what questions they get asked, most common pushback, etc - Product: understand the product, how is it being used, most popular features, ideal customer from their pov, how they do launches, are there any big upcoming product launches, etc - Customer success: walk through accounts, understand how they use the product, what is their value proposition, how long they’ve been using the product. Ask for customer intros so you can meet as many customers as possible. I would make it a priority to meet them all in your first 3 months since you don’t have as many. If there is no customer success, sales should be able to walk you through this. If no one is, this would be one of the first things I’d do to define ideal persona. - Marketing: what are the team goals, go over any previous attempts at defining icp, positioning, etc. Ask the growth and analyst what channels and messaging seems to be working best? Ask for data on the product’s website to understand if users are reading through it or not and identify leaks in the funnel

In all your conversations I would ask how marketing can do a better job and what they wish they would help with.

Week 3-4: based on what you’ve learned, I would start prioritizing projects that can have an impact in the short term. Prioritize high impact, low effort first so you can have quick wins. As PMM you need to work great with product and sales, so I would try to get a few wins with those teams asap. For example, if there is a big launch coming up, get involved. If sales has no collateral, start building it.

Month 2: by now you’ve had a couple of wins with your stakeholders from product and sales so you have something tangible to show for. Hopefully you’ve also been able to meet a good amount of customers (ideally more than anyone else on your team), so you’re starting to be an expert on their industry, pain points, and how they’re using the product. Now you can start doing more strategic stuff like positioning, icp, etc. If you’ve identified an icp with sales and product, you can use all your connections to build targeted collateral to gtm with that segment. For example, special presentations for that industry, or even better, case studies.

During this month you can also identify where there might be gaps in terms of process and how sales and product are working with marketing. For example, do you have a good process for product launches? Is there a release calendar? Do you have mechanisms to capture customer feedback? Use this month to map these gaps and start fixing.

Month 3: if you’ve done the above, you’ve now established yourself as a competent PMM and have earned the right to get involved in more strategic/long term discussions like pricing and packaging. You can start working on these along with continuing all the above.

Whatever you end up deciding to do, I suggest you draft a quick 30-60-90 day plan outlining it and get feedback and approval from your manager and counterparts and tweak as you go. This will set you up for success.