Body of Work
Most of my work has been done in-house. These are the problems, constraints, and decisions behind it.
Professional Background
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.
Selected Work
Clarifying positioning for technically complex SaaS products
Led positioning work for technically differentiated SaaS products in markets with long sales cycles and skeptical buyers. Often brought in when founder-led or technically oriented narratives no longer scaled, the focus was on creating a clear, credible point of view that sales and marketing teams could consistently rely on.
This work reduced ad-hoc positioning and established a more durable narrative foundation across teams.
Building GTM foundations in early-stage, resource-constrained environments
Worked in pre-seed and early growth contexts where teams needed to execute immediately while planning for future scale. Established positioning and messaging foundations that supported near-term revenue efforts without introducing process overhead or rework as the organization grew.
This approach allowed teams to move quickly while avoiding narrative drift as scope and headcount expanded.
Aligning product, marketing, and sales in founder-led organizations
Partnered closely with founders, product leaders, and revenue teams to resolve misalignment around value, audience, and priorities. The work centered on building trust, clarifying ownership, and establishing shared language that teams could consistently use across launches, enablement, and partner conversations.
This alignment improved decision-making downstream and reduced friction as teams matured.
Reframing GTM narratives in technically driven enterprise SaaS organizations
Led a shift from feature- and IT-centric messaging toward clearer, buyer-oriented positioning for an enterprise SaaS product where inbound performance and conversion had historically been weak. The work focused on translating deep technical capability into market-relevant language and applying it consistently across the website, sales enablement, and partner-facing materials.
As a result, inbound engagement and conversion improved materially, and the new narrative began to influence executive decision-making and partner alignment.