Every PM will run dozens of launches in their career, yet most teams treat each one like a novel event. As Gibson Biddle describes from his experience at Netflix, the best launch processes are repeatable systems, not heroic one-offs. The result is predictable: scrambled last-minute coordination, missed handoffs, and a launch day that feels more like a fire drill than a celebration. One common root cause is that teams confuse shipping with launching -- treating an engineering milestone as a go-to-market event.
This guide gives you a repeatable system. Use it as a checklist, adapt it to your team, and stop reinventing the launch process every quarter.
Quick Answer
A successful product launch requires three things: a clear tier classification (which determines the scope of your go-to-market effort), a pre-launch checklist with explicit owners and deadlines for every cross-functional workstream, and a post-launch review that feeds back into the next cycle.
Key Steps:
Classify the launch into tiers (Tier 1/2/3) to set the right level of effort
Run a pre-launch checklist covering product, marketing, sales, support, and engineering
Execute launch day with a war room and real-time monitoring
Conduct a structured post-launch review within 2 weeks
Time Required: 2-12 weeks depending on tier
Best For: Product managers shipping features, products, or major updates
Launch Tiers: Not Every Release Deserves a Blog Post
The biggest mistake PMs make with launches is treating every release identically. A new onboarding flow and a new product line require completely different levels of go-to-market investment. Tiering your launches solves this.
Tier 1: Major Launches
These are new products, major platform shifts, or features that change your competitive positioning. Think Figma launching Dev Mode, or Notion launching Projects. Tier 1 launches get the full treatment:
Dedicated landing page or product page update
Blog post, email campaign, social media push
Press outreach or analyst briefing
Sales enablement (deck updates, battle cards, demo scripts)
Support documentation and training
In-app announcements and onboarding flows
Customer advisory board preview
Frequency: 1-4 per year. If you are doing more, you are over-tiering.
Tier 2: Notable Updates
Meaningful features that existing users will care about but that do not redefine your product. A new integration, a significant workflow improvement, or a pricing tier change. Tier 2 launches get:
Changelog entry with screenshots or a short video
Email to relevant segments (not your entire list)
In-app notification or tooltip
Updated help docs
Brief sales team heads-up
Frequency: Monthly or every other sprint.
Tier 3: Incremental Improvements
Bug fixes, performance improvements, minor UX tweaks. These ship continuously and need minimal go-to-market:
Changelog entry (one-liner is fine)
Updated help docs if behavior changed
No email, no blog post, no sales enablement
Frequency: Every sprint.
How to Decide the Tier
Ask three questions:
Will this change how customers describe our product? If yes, Tier 1.
Will existing users need to learn something new? If yes, Tier 2.
Will anyone notice if we did not announce it? If no, Tier 3.
When in doubt, tier down. Over-communicating minor updates trains your audience to ignore you.
Pre-Launch: The 8-Week Checklist
This checklist is calibrated for a Tier 1 launch. Scale down for Tier 2 and 3.
Weeks 8-6: Strategy and Alignment
☐ Write a one-page launch brief: what is launching, who it is for, why it matters, key metrics
☐ Get sign-off from your leadership team on the launch tier and scope
☐ Identify your launch team: one owner from product, marketing, sales, support, and engineering
☐ Schedule a weekly launch sync (30 min, same time each week until launch)
☐ Define your go-to-market strategy: primary channel, messaging, target segment
Weeks 6-4: Content and Enablement
☐ Draft positioning and messaging (one-liner, elevator pitch, key benefits)
☐ Create marketing assets: landing page copy, blog post draft, email copy, social posts
☐ Build sales enablement materials: updated pitch deck, FAQ, competitive battle card
☐ Write support documentation: help articles, known issues, escalation path
☐ Design in-app experience: onboarding flow, tooltips, feature callouts
☐ Record demo video or create GIFs for marketing use
Weeks 4-2: Testing and Rehearsal
☐ QA the feature end-to-end, including edge cases and error states
☐ Run a beta or soft launch with select customers (aim for 20-50 users)
☐ Collect and triage beta feedback — fix blockers, document known limitations
☐ Rehearse the sales demo with 2-3 sales reps
☐ Train support team on the feature, including common questions and escalation triggers
☐ Review all marketing assets for accuracy (screenshots match the final UI)
Week 1: Final Prep
☐ Confirm all assets are staged and ready to publish
☐ Send "launch is coming" preview to key customers and partners
☐ Set up monitoring dashboards: error rates, activation, feature adoption
☐ Prepare launch day runbook with timeline, responsible owners, and rollback plan
☐ Conduct a go/no-go meeting with the launch team
Launch Day Operations
The War Room
For Tier 1 launches, run a war room (virtual or physical) from launch until 4 hours post-launch. Staff it with:
Product: owns the go/no-go and any scope decisions
Engineering: monitors infrastructure, deploys fixes, owns the rollback decision
Marketing: triggers the campaign sequence, monitors social and press
Support: watches the ticket queue, escalates issues
Sales: fields inbound questions, provides customer feedback
The Launch Sequence
A typical Tier 1 launch sequence:
T-60 min: Engineering deploys to production (feature-flagged off)
T-30 min: QA does a final smoke test on production
T-0: Feature flag turned on (gradual rollout: 10% to 50% to 100%)
T+5 min: Marketing publishes blog post, sends email, posts to social
T+15 min: In-app announcement goes live
T+30 min: First check-in — error rates, activation, support tickets
T+2 hours: Second check-in — adoption numbers, customer feedback, media coverage
T+4 hours: War room winds down; switch to async monitoring
When to Roll Back
Have a pre-agreed rollback threshold:
Error rate exceeds 2x baseline: investigate immediately
Error rate exceeds 5x baseline: roll back and investigate
Critical data loss or security issue: immediate rollback, no discussion
The PM does not make the rollback decision unilaterally. But the PM is responsible for making sure a rollback plan exists before launch.
Cross-Functional Coordination
The PM's job during a launch is not to do everything — it is to make sure nothing falls through the cracks.
Marketing
What they need from you: Clear positioning, accurate screenshots, customer quotes or data points, a review cycle that does not change messaging at the last minute.
Common failure mode: PM keeps changing the feature scope in the final weeks, invalidating marketing materials. Lock the scope 4 weeks before launch. Anything that does not make the cut goes into the next release.
Sales
What they need from you: A 2-minute demo script, updated battle card, clear pricing/packaging (if applicable), answers to "what about competitor X?"
Common failure mode: Sales learns about the launch from the marketing email instead of from you. Always brief sales 1 week before the public launch.
Support
What they need from you: Help articles, a list of known limitations, an escalation path for edge cases, and a heads-up on expected ticket volume.
Common failure mode: Support gets blindsided by tickets they cannot answer. Run a 30-minute training session 3-5 days before launch. Give them a Slack channel to ask the product team questions in real time.
Engineering
What they need from you: A clear launch timeline that does not conflict with other deploys, a feature flag strategy, and an agreement on who monitors what post-launch.
Common failure mode: PM asks engineering to "just add one more thing" the week before launch. Respect the code freeze.
Launch Metrics: What to Track
Short-Term (Launch Day to Week 1)
These tell you if the launch mechanics worked:
Activation rate: What percentage of eligible users tried the new feature within the first 7 days? A good baseline is 10-20% for an in-app feature with proper onboarding.
Feature adoption rate: Of those who tried it, how many used it more than once?
Error rate: Any spike in 5xx errors, client errors, or performance degradation?
Support ticket volume: Abnormal increase in tickets mentioning the new feature?
NPS/CSAT delta: For Tier 1 launches, survey early adopters within the first week.
Medium-Term (Weeks 2-8)
These tell you if the feature is actually valuable:
Retention: Are users coming back to the feature after the first week?
Workflow completion rate: If the feature has a multi-step flow, where are users dropping off?
Impact on north star metric: Is the feature moving the number that matters most?
Customer feedback themes: What are the top 3 improvement requests?
Long-Term (Months 2-6)
These tell you if the launch was worth the investment:
Revenue impact: Did the feature drive upgrades, reduce churn, or expand accounts?
Competitive win rate: For sales-led products, are you winning more deals that cite this feature?
Market positioning: Has the feature changed how analysts or press describe your product?
Post-Launch Review
Run a post-launch review within 2 weeks of launch, while details are fresh. This is different from a sprint retrospective — it covers the entire cross-functional launch process.
The Review Format
Attendees: The full launch team (product, engineering, marketing, sales, support).
Duration: 60 minutes.
Agenda:
Results review (15 min): Present launch metrics vs. goals. Be honest about what hit and what missed.
What went well (10 min): Capture specific wins. "Marketing assets were ready 2 weeks early" is better than "good teamwork."
What did not go well (15 min): Surface specific breakdowns. "Sales was not trained on the new pricing and could not answer customer questions on launch day."
Process improvements (15 min): Turn each problem into a concrete action. "Add a mandatory sales training session 5 business days before every Tier 1 launch."
Document and share (5 min): Assign someone to write up the review and share it with the broader team.
Building a Launch Knowledge Base
After 3-4 launches, you will have enough reviews to identify patterns. Common improvements that companies discover:
The marketing review cycle always takes longer than planned — add a buffer week
Sales enablement is consistently the last thing done — start it earlier in the checklist
Beta feedback always surfaces 2-3 things that delay launch — build a "beta buffer" into the timeline
Stripe runs launch reviews for every Tier 1 and Tier 2 release and publishes the learnings internally. After two years, their launch process is materially faster because they have systematically eliminated recurring failure modes.
Common Launch Anti-Patterns
The "Big Bang" Launch
Saving everything for one massive launch event. This concentrates risk, overwhelms users with changes, and makes it impossible to attribute metrics to specific features. Ship incrementally and launch the narrative separately from the code.
The "Launch and Forget"
Treating launch day as the finish line instead of the starting line. The first version of any feature is a hypothesis. The real work — measuring, iterating, and optimizing — starts after launch.
The "Everyone's Invited" Launch Meeting
A 20-person launch meeting where no one knows their role. Keep the core launch team to 5-7 people with clear owners. Everyone else gets a status update via email or Slack.
The "Surprise Launch"
Launching without giving internal teams adequate notice. Sales hears about it from a customer. Support reads about it in the blog post. This destroys cross-functional trust. Your internal teams should always hear about a launch before external audiences.
Launch Checklist Template
A condensed checklist you can copy and adapt. Scale it to your launch tier.
Strategy
☐ Launch brief written and approved
☐ Tier classification agreed
☐ Launch team identified with owners
☐ Go-to-market strategy defined
☐ Success metrics and targets documented
Product
☐ Feature complete and QA'd
☐ Beta/soft launch completed
☐ Known limitations documented
☐ Feature flag configured
☐ Rollback plan documented
Marketing
☐ Positioning and messaging finalized
☐ Blog post, email, social assets ready
☐ Landing page or product page updated
☐ Demo video or screenshots created
Sales
☐ Pitch deck updated
☐ Battle card updated
☐ Sales team trained and can demo
☐ Pricing/packaging confirmed
Support
☐ Help articles published
☐ Support team trained
☐ Escalation path documented
☐ Known issues list prepared
Engineering
☐ Production deploy verified
☐ Monitoring dashboards configured
☐ On-call engineer assigned for launch window
☐ Performance baseline recorded
Key Takeaways
Tier your launches — applying the same process to every release wastes effort and trains your audience to ignore you.
Start go-to-market early — the critical path is usually marketing and sales enablement, not engineering.
Run a war room for Tier 1 launches — real-time cross-functional coordination catches issues before they become crises.
Define rollback criteria in advance — deciding whether to roll back during an outage is too late.
Review every launch — the difference between teams that launch well and teams that do not is whether they learn from each one.
Launch is the starting line — the feature ships on launch day, but the work of understanding its impact and iterating takes months.Free Resource
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