Built the function from scratch. ICP, messaging, demand engine, first hires, and pipeline inside six months.
Repositioned into a new market and category and scaled past the ceiling, with the measurement system to prove it worked.
Stepped in when the VP moved on and raised the standard for what marketing was held accountable for, without losing the momentum.
My strengths, stack-ranked. Hover each bar.
a brand creative, an event factory, or a VP who disappears into strategy and resurfaces at the quarterly review. I came up in performance. I still think that way. The strategy always has to work in market or it's just an expensive deck.
4 companies · 4 inflection points.
VP Marketing Strategy · Jun 2025 – 2026 (through acquisition)
Flat budget. Three brands. Twenty markets. No model for what was driving revenue.
Bought Mutinex MMM and built the measurement model. The argument became math. The brand budget held. Rebuilt the team around one campaign brief: one brief, three brands, consistent signal across 20 markets. Q2 '26 was the best quarter.
Head of Product Marketing · Jun 2024 – Jun 2025
Speech AI platform with the right product and the wrong story for enterprise. Buyers trusted the tech. The deal died in the internal sell.
Used GTM Bullseye to identify the highest-urgency enterprise segment: conversational intelligence. Rebuilt the message: out with API accuracy, in with deal intelligence, rep coaching, compliance coverage. Named the category. Sales had a story they could sell.
VP of Marketing · Jun 2021 – Jan 2023
Real product. No category. Sales was explaining the product instead of selling the problem.
First move: read the customer transcripts. Found "first-mile data ingestion" in the customers' own words. Named the category. Built the content engine around it. Rebuilt sales so every rep could articulate the problem before the demo. Osmos now owns the term in search. Acquired by Microsoft.
Head of Product Marketing · Aug 2018 – Jul 2020
Quora Ads was being sold as a publisher, competing against Facebook and Reddit on audience size. That was the wrong fight, in the wrong category.
Shifted the competitive frame to intent-based B2B reach: buyers in research mode, at a fraction of LinkedIn CPCs. Repositioned the go-to-market around it: where to focus, a different market and audience, and the positioning and messaging to reach them. Sales started winning the first meeting.
15% new member growth. 60% product adoption in 3 months across 330K+ developers.
$1M qualified pipeline in 6 months from zero. No ICP, no messaging, no infrastructure on day one.
AcquiredBuilt the marketing function from scratch.
AcquiredI write down what I learn doing it, every week, in Open Folders.