I’m a Director of Product Marketing with over 12 years of experience at the startup, mid-market, and enterprise levels. I have founded two companies, raised over $1 million in venture capital, succeeded through high-profile acquisitions, and defined product marketing excellence along the way.
My specialty is the process of product marketing at the intersection of marketing, product, and sales. In my various roles, I’ve partnered and collaborated with departments like product management, marketing, sales, sales enablement, and customer support to align on product vision, strategy, roadmaps, and customer pain points to unlock explosive growth.
I have worked on the full stack of PMM activities including positioning, messaging, packaging, pricing, sales enablement, analyst relations (AR), public relations (PR), content, events, webinars, conference organization, quarterbacking campaigns, and so much more.
I have created the go-to-market GTM strategy and launched numerous products and features that have become #1 sellers on Amazon (Rachio), exceeded pipeline expectations by over 2x (Twilio Editions), and created whole new product categories (WSO2 Choreo).
I believe that product marketing creates the foundational positioning and messaging that drives success for the entire organization. It is a collaborative role that requires deep empathy for the responsibilities and incentives of the entire company. I believe in a servant leadership model where my goal is to set goals, remove blockers, and let my team do their best work possible. I love building exceptional teams and mentoring PMMs to get stronger every day.
Outside of work, I am a jazz pianist, amateur curler (yeah, the sport you watch every four years at the Winter Olympics), cookbook obsessive, francophile, japanophile, gardener, voracious reader, and podcast junkie.
Please reach out and say hi!
One quibble with this question: I’d start with the assumption that product marketing is a part of the marketing team because product marketers are more marketers than product professionals. PMMs should work closely with the rest of the marketing team to ensure alignment across all outbound marketing. I think the core responsibilities of product marketing are the following: GTM management. Lead the launch of new products and features. Sales enablement. Train your sales teams to be experts in sell
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I like to think about goals when talking about plans. You want clarity in your priorities, particularly because it’s difficult to know what to say yes and no to when you’re new. (Your manager should help with this as well.) 30 Days Get to know who your closest colleagues are. Bonus: learn how they operate and how best to work with them. Get a feel for the quarterly rhythm of your company. Is this a reggae-beat company with a regular clockwork of quarterly business reviews, product releases, and
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The goal of a positioning document is to align your company on how to talk about your product. In its simplest form, a positioning framework should include three things: A positioning statement 2-4 benefits The reason reasons to believe your product can deliver the benefits Let’s break these down a bit. A positioning statement is a paragraph that describes what your product is (category), who it is for (target persona), what it does (how it works), and why it’s better than the alternatives (comp
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This is a great question and very much depends on the functions that exist in your company. A PMM should be prepared to create any asset that a marketing or sales department might require, particularly for smaller companies with limited marketing resources. Still, there are a few assets that are squarely PMM’s responsibility: Positioning documentation Demo script First call sales deck Sales 1-pager Competitor battle cards The positioning doc is the foundation for everything that a PMM does. It i
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The Jobs To Be Done (JTBD) concept is excellent for an enterprise B2B sales motion, and it is beneficial to think about why someone would buy your product. However, there are a few things to keep in mind. Speaking just about the job works well when your audience is responsible for actually getting the job done. For example, developers might need a CI/CD pipeline tool to deploy code, or marketers might need an email marketing tool to send email to customers. With these audiences, you can speak ab
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The most important thing for a launch is to align your company on the number 1 goal of the launch. Boiling down a launch to one more important thing is tough, but goal alignment will ensure you can optimize your launch activities to achieve your goal. There is also a tendency for companies to throw layer multiple goals onto a launch, but this only serves to dilute the potential of the launch. Here are some examples of launch goals: Attracting new customers Upselling existing customers Converting
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