Most of my work has been done in-house. These are the problems, constraints, and decisions behind it.
I’m a senior product marketing and go-to-market leader with nearly 20 years of experience working across enterprise B2B, SaaS, and regulated environments. My work has consistently focused on clarifying complex products, aligning cross-functional teams, and building durable positioning and messaging foundations that support long sales cycles and skeptical buyers.
Earlier roles emphasized hands-on ownership across messaging, branding, and go-to-market execution in complexity-heavy industries. Over time, my scope expanded toward system-level work, including positioning strategy, GTM alignment, sales enablement, and internal narrative coherence across product, marketing, and revenue teams.
In more recent roles, I’ve operated as a senior product marketing leader within enterprise SaaS organizations, often in small or under-resourced teams. The focus has been on establishing clarity where it didn’t previously exist, supporting growth without introducing fragility, and helping teams make consistent downstream decisions as products and organizations scale.
Alongside full-time roles, I’ve occasionally provided limited advisory support, typically centered on positioning, messaging, and GTM structure rather than execution-heavy engagements.
Worked with product and go-to-market teams to define clearer positioning for products with deep technical differentiation and long sales cycles. The focus was on aligning internal understanding first, then translating that clarity into consistent external messaging across marketing and sales. This helped reduce ad-hoc positioning and gave teams a more durable narrative foundation.
Supported organizations transitioning from early traction to more formal go-to-market motions. This work centered on establishing messaging frameworks, defining target audiences, and aligning product, marketing, and revenue teams around shared priorities. The goal was to support growth without introducing unnecessary complexity or fragility.
Partnered closely with product, sales, and leadership to resolve misalignment between how products were built, sold, and described. The work often involved clarifying points of view, resolving internal disagreement, and creating shared language that teams could consistently rely on. This alignment improved decision-making downstream and reduced friction across teams.
Led product marketing efforts in environments with limited headcount and imperfect inputs. This required prioritizing clarity and sequencing over volume, focusing on work that would compound over time, and making tradeoffs explicit. The emphasis was on building systems and foundations that could support teams even when resources were constrained.
