Adetola Durojaiye on connecting the dots between Product, Sales, and Growth

“In an alternate world where we didn’t need money to survive, I’d probably still work in a product marketing role – just for the love of it.” 

This isn’t a sentiment you hear every day, especially not in the demanding, often relentless world of tech startups. But for Adetola Durojaiye, a seasoned product marketing and business growth expert, it’s a guiding principle. With nearly a decade of experience under his belt, Durojaiye has carved a niche for himself, not just as a strategist who can launch products and drive impressive growth for brands like OPPO mobile, Tecno and even Adidas.

His journey is a compelling narrative of bridging the gap between intricate technology and tangible market readiness. From the bustling tech hubs of Sub-Saharan Africa to the established markets of Europe, the Middle East, and the UK, Adetola has left an indelible mark, shaping market penetration efforts and leading growth strategies with a blend of sharp intellect and genuine passion. 

We sat down with Adetola to dig deeper into his journey, the lessons learned, and his vision for the future of product marketing.

Can you tell me about your journey into product marketing? What drew you to the field initially?

I started in tech with a Computer Science background, but early on, I realised I was more drawn to the “why” and “for whom” behind a product, rather than just the “how.” I wanted to understand users, shape narratives, and help products grow. Product marketing became the perfect fit. It gave me the space to work across strategy, user insights, positioning, and go-to-market, all areas I genuinely enjoy. I’ve enjoyed it so much that I’ve never considered changing careers. In an alternate world where we didn’t need money to survive, I’d probably still work in a product marketing role – just for the love of it.

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You’ve worked at several startups. What common traits have you noticed among the most successful ones?

The best ones are clear on two things: their users and their value. They’re not just building features; they’re solving real problems. They also move fast without being reckless. They focus on progress, not perfection, and they’re comfortable iterating in public. Another thing: leadership that listens to feedback. That makes all the difference.

What were some of the biggest mindset shifts you had to make moving from one startup to another?

Every startup has its rhythm. One shift is learning to let go of how things “should” be done and adapting to what works in that context. Another is being comfortable with messiness; some places are pre-product-market fit, others are scaling. Depending on the moment, you have to switch from builder to operator to strategist.

Product marketing often sits between product, sales, and marketing teams. How do you navigate those relationships?

Empathy, clarity, and communication are key. You must understand what each team cares about and make it your job to connect the dots. I focus on creating shared goals and ensuring everyone sees how product marketing helps them win. That means asking good questions, listening actively, and sometimes playing translator between different ways of thinking.

What’s been the most challenging part of your product marketing career so far?

Early on, one of the hardest lessons I had to learn was how to say “no.” Product marketers often sit in the middle of everything, so it’s easy to become the default person for anything that needs doing: launch planning, writing copy, supporting sales, fixing onboarding flows, and even jumping into research or customer support. At first, I said yes to everything, thinking it would make me more valuable. But what it did was spread me too thin.

I realised that not everything is equally important, and being busy isn’t the same as being impactful. Saying “yes” to every request meant I wasn’t giving myself the time or focus to go deep on the work that actually moved the needle. It took time, but I learned how to prioritise better, to ask, “What’s the real problem here?” or “Is this the highest-leverage thing I could be working on right now?”

Once I started focusing on fewer, more strategic initiatives, I saw the difference in outcomes and how aligned the team became. Now, I treat prioritisation as a core part of the role, not just a personal productivity hack. It allows product marketing to be a true driver of impact, not just a catch-all function.

Any early mistakes you made that ended up being valuable learning moments?

Yes, trying to do too much at once. I’d launch features without enough enablement for sales or track metrics without tying them back to business goals. Now, I always ask: who needs to know this, what action do we want them to take, and how will we know it worked?

How do you stay grounded when working in fast-paced or chaotic startup environments?

I try to zoom out often. What are we solving? Who are we solving it for? When the day-to-day gets noisy, going back to those questions helps. Also, building habits outside of work that give me perspective—writing, mentoring, or just disconnecting for a bit—helps me reset and come back sharper.

What tools or frameworks do you rely on the most in your day-to-day work?

I use a mix of tools and frameworks to bring structure and clarity to product marketing. Positioning docs, user journey maps, and simple go-to-market templates help align teams on what we’re building, who it’s for, and how we bring it to market.

For day-to-day execution, I rely on tools like Notion and Airtable to manage research, messaging, and timelines. I also use CRMs like Pipedrive and automation platforms like Braze to build email sequences, onboarding flows, and lifecycle campaigns that drive engagement and conversions.

Beyond the tools, a big part of my work involves reviewing content, streamlining workflows, and creating scaled systems, whether building internal playbooks, automating repetitive tasks, or managing cross-functional teams. The goal is always the same: reduce friction, stay focused, and make sure product marketing is driving real impact.

How do you measure the impact of product marketing efforts?

It depends on the goal and objective for each period. For a launch, we’d look at adoption and activation, and we always prioritise retention during sustenance. For messaging work, I track conversion rates, time to value, and support volume. I also pay attention to internal alignment; are teams clearer and faster because of what we delivered? That matters too.

Are there any underrated tactics you think more startups should try?

Yes, watching real users onboard without interfering. Not a survey, not a form. Just observation. It tells you so much about clarity, friction, and expectations. Also, sending regular “what we’re hearing” updates from marketing to product and sales. It builds trust and keeps everyone close to the user.

What advice would you give to a startup founder hiring their first product marketer?

Don’t just hire a generalist who can “do it all.” Find someone who’s curious, strategic, and can translate between teams. Give them room to explore your product, talk to users, and experiment. Product marketing is not just content; it’s context, clarity, and connection.

How should early-career marketers think about developing range in product marketing?

Say yes to varied projects—launches, research, sales decks, and onboarding flows—early on. It helps you understand the full scope of the role. Then start to specialise based on what energises you. Learn to write, understand user behaviour, and speak business. That combination will take you far.

What’s something you know now that you wish you knew when you started?

One thing I wish I had known earlier is that clarity beats speed. In fast-paced environments, there’s a lot of pressure to move quickly, show output, and tick things off. Early in my career, I equated progress with activity: more meetings, more deliverables, more doing. But over time, I realised that moving fast without direction creates more problems than it solves.

What drives impact is clearly understanding the user, the goal, and the problem you’re solving. When you’re clear on those things, work flows better, teams align faster, and results are more meaningful. I now spend more time upfront asking the right questions, challenging assumptions, and getting teams on the same page, even if it slows things down a little.