Bringing Big Ideas to Market, from Concept to Launch.
I work at the intersection of product, brand, and go-to-market strategy to help companies move fast and market smarter.
I've spent my career building GTM strategy and and creating messaging that actually moves the needle.
8+
Years of Marketing Experience
8+
Years of Marketing Experience
8+
Years of Marketing Experience
200K+
Newsletter Subscribers
200K+
Newsletter Subscribers
200K+
Newsletter Subscribers
$30M
ARR Generated
$30M
ARR Generated
$30M
ARR Generated
My Core Competencies
GTM Strategy
Vision Setting
Technical Storytelling
Data Analysis
Forecasting
Sales Enablement
GTM Strategy
Vision Setting
Technical Storytelling
Data Analysis
Forecasting
Sales Enablement
GTM Strategy
Vision Setting
Technical Storytelling
Data Analysis
Forecasting
Sales Enablement
1.
Go-To-Market Strategy
5 years
I lead cross-functional GTM efforts that bring clarity, momentum, and results to product launches. From positioning and messaging to lifecycle campaigns and content, I help ensure every launch connects with the right audience and drives measurable growth.
Gamification & rewards system
Technical newsletter, $1.65M projected ARR
Signup & pricing structure overhaul
Brand repositioning
1.
Go-To-Market Strategy
5 years
I lead cross-functional GTM efforts that bring clarity, momentum, and results to product launches. From positioning and messaging to lifecycle campaigns and content, I help ensure every launch connects with the right audience and drives measurable growth.
Gamification & rewards system
Technical newsletter, $1.65M projected ARR
Signup & pricing structure overhaul
Brand repositioning
1.
Go-To-Market Strategy
5 years
I lead cross-functional GTM efforts that bring clarity, momentum, and results to product launches. From positioning and messaging to lifecycle campaigns and content, I help ensure every launch connects with the right audience and drives measurable growth.
Gamification & rewards system
Technical newsletter, $1.65M projected ARR
Signup & pricing structure overhaul
Brand repositioning
2.
Technical Storytelling
5 years
I've spent my entire career at IT and cybersecurity focused organizations. I've worked directly alongside the technical professionals, and developed messaging strategies tailored to their primary objectives and pain points.
Grew technical newsletter to 200K subscribers
Repositioned Q&A platform in AI age
Increased abandoned cart conversion by 20%
300+ hours interviewing target audience
2.
Technical Storytelling
5 years
I've spent my entire career at IT and cybersecurity focused organizations. I've worked directly alongside the technical professionals, and developed messaging strategies tailored to their primary objectives and pain points.
Grew technical newsletter to 200K subscribers
Repositioned Q&A platform in AI age
Increased abandoned cart conversion by 20%
300+ hours interviewing target audience
2.
Technical Storytelling
5 years
I've spent my entire career at IT and cybersecurity focused organizations. I've worked directly alongside the technical professionals, and developed messaging strategies tailored to their primary objectives and pain points.
Grew technical newsletter to 200K subscribers
Repositioned Q&A platform in AI age
Increased abandoned cart conversion by 20%
300+ hours interviewing target audience
3.
Experience Design & Asset Creation
8 years
I have over 8 years of experience designing engaging customer experiences that convert customers. I've built totally new products from scratch, created decks & battle cards that close, and reimagined aging product UI.
Landing page optimization
Sitewide UI overhaul
SEO redesign that increased traffic 135%
Sales enablement suite
3.
Experience Design & Asset Creation
8 years
I have over 8 years of experience designing engaging customer experiences that convert customers. I've built totally new products from scratch, created decks & battle cards that close, and reimagined aging product UI.
Landing page optimization
Sitewide UI overhaul
SEO redesign that increased traffic 135%
Sales enablement suite
3.
Experience Design & Asset Creation
8 years
I have over 8 years of experience designing engaging customer experiences that convert customers. I've built totally new products from scratch, created decks & battle cards that close, and reimagined aging product UI.
Landing page optimization
Sitewide UI overhaul
SEO redesign that increased traffic 135%
Sales enablement suite
How I Approach a Launch
1.
Audience & Stakeholder Research
A product launch that doesn't address an acute customer issue is doomed to fail. I've found it best to mix engagement data, customer & stakeholder feedback, and gut instinct to develop a PRD before anything gets off the ground.
1.
Audience & Stakeholder Research
A product launch that doesn't address an acute customer issue is doomed to fail. I've found it best to mix engagement data, customer & stakeholder feedback, and gut instinct to develop a PRD before anything gets off the ground.
1.
Audience & Stakeholder Research
A product launch that doesn't address an acute customer issue is doomed to fail. I've found it best to mix engagement data, customer & stakeholder feedback, and gut instinct to develop a PRD before anything gets off the ground.
2.
Execution Plan & Goal Setting
Once the baseline research has been organized and evaluated, I build an execution plan, set goals, and define the metrics we'll use to measure success. I also prefer to develop a baseline "why we're doing this" statement. A team always works more effectively when they can picture the outcome from the beginning.
2.
Execution Plan & Goal Setting
Once the baseline research has been organized and evaluated, I build an execution plan, set goals, and define the metrics we'll use to measure success. I also prefer to develop a baseline "why we're doing this" statement. A team always works more effectively when they can picture the outcome from the beginning.
2.
Execution Plan & Goal Setting
Once the baseline research has been organized and evaluated, I build an execution plan, set goals, and define the metrics we'll use to measure success. I also prefer to develop a baseline "why we're doing this" statement. A team always works more effectively when they can picture the outcome from the beginning.
3.
Stakeholder Pitch
If product-market fit is the most important aspect of a launch, stakeholder buy-in is the second. In order for a launch to be successful, the entire team needs to be rock solid on why the plan will work & how they can contribute to its success.
3.
Stakeholder Pitch
If product-market fit is the most important aspect of a launch, stakeholder buy-in is the second. In order for a launch to be successful, the entire team needs to be rock solid on why the plan will work & how they can contribute to its success.
3.
Stakeholder Pitch
If product-market fit is the most important aspect of a launch, stakeholder buy-in is the second. In order for a launch to be successful, the entire team needs to be rock solid on why the plan will work & how they can contribute to its success.
4.
GTM Strategy
Without the right story and optimal price point, even a perfect launch will flop. After pitching to stakeholders, I bring all of the research and goals together to develop bulletproof messaging and pricing strategies. My preferred is April Dunford's Obviously Awesome positioning framework.
4.
GTM Strategy
Without the right story and optimal price point, even a perfect launch will flop. After pitching to stakeholders, I bring all of the research and goals together to develop bulletproof messaging and pricing strategies. My preferred is April Dunford's Obviously Awesome positioning framework.
4.
GTM Strategy
Without the right story and optimal price point, even a perfect launch will flop. After pitching to stakeholders, I bring all of the research and goals together to develop bulletproof messaging and pricing strategies. My preferred is April Dunford's Obviously Awesome positioning framework.
5.
Asset Creation
A great launch requires sales enablement that gets to the point & marketing assets that engage new prospects.
5.
Asset Creation
A great launch requires sales enablement that gets to the point & marketing assets that engage new prospects.
5.
Asset Creation
A great launch requires sales enablement that gets to the point & marketing assets that engage new prospects.
6.
Testing & Feedback
You only get one shot at a launch. Before a full rollout, I always make sure that not only the internal team, but trusted customers have tested the new product or feature and given targeted feedback on what works and what doesn't.
6.
Testing & Feedback
You only get one shot at a launch. Before a full rollout, I always make sure that not only the internal team, but trusted customers have tested the new product or feature and given targeted feedback on what works and what doesn't.
6.
Testing & Feedback
You only get one shot at a launch. Before a full rollout, I always make sure that not only the internal team, but trusted customers have tested the new product or feature and given targeted feedback on what works and what doesn't.
7.
Stakeholder Prep
Stakeholder education on a new product can make or break a launch. Before a rollout, I always make sure to thoroughly educate the internal team on the messaging strategy. Every stakeholder should know what we're doing, why we're doing it, and how to convince our audience that they need it.
7.
Stakeholder Prep
Stakeholder education on a new product can make or break a launch. Before a rollout, I always make sure to thoroughly educate the internal team on the messaging strategy. Every stakeholder should know what we're doing, why we're doing it, and how to convince our audience that they need it.
7.
Stakeholder Prep
Stakeholder education on a new product can make or break a launch. Before a rollout, I always make sure to thoroughly educate the internal team on the messaging strategy. Every stakeholder should know what we're doing, why we're doing it, and how to convince our audience that they need it.
8.
Pre-Launch Buzz
Before a full rollout, generating buzz around a launch is essential. Executive social and product ambassadors are essential for this. Customers should know that something big is coming & be chomping at the bit to see just what it is.
8.
Pre-Launch Buzz
Before a full rollout, generating buzz around a launch is essential. Executive social and product ambassadors are essential for this. Customers should know that something big is coming & be chomping at the bit to see just what it is.
8.
Pre-Launch Buzz
Before a full rollout, generating buzz around a launch is essential. Executive social and product ambassadors are essential for this. Customers should know that something big is coming & be chomping at the bit to see just what it is.
9.
Launch
If steps 1-8 are completed effectively, this should be the easiest part of the entire process. We know what we're doing, and why it's going to work. Every customer in a the target audience should know about the new product and be excited to get their hands on it.
9.
Launch
If steps 1-8 are completed effectively, this should be the easiest part of the entire process. We know what we're doing, and why it's going to work. Every customer in a the target audience should know about the new product and be excited to get their hands on it.
9.
Launch
If steps 1-8 are completed effectively, this should be the easiest part of the entire process. We know what we're doing, and why it's going to work. Every customer in a the target audience should know about the new product and be excited to get their hands on it.
10.
Evaluate & Iterate
The infinite game continues. Using the metrics developed in step 2, and feedback from the sales and marketing teams, I make sure to update areas that aren't performing and pour more fuel onto the fire in areas that are.
10.
Evaluate & Iterate
The infinite game continues. Using the metrics developed in step 2, and feedback from the sales and marketing teams, I make sure to update areas that aren't performing and pour more fuel onto the fire in areas that are.
10.
Evaluate & Iterate
The infinite game continues. Using the metrics developed in step 2, and feedback from the sales and marketing teams, I make sure to update areas that aren't performing and pour more fuel onto the fire in areas that are.