.avif)
.avif)
Messaging is often where a commercial problem becomes visible. It is rarely where the problem began.
By the time Product Marketing receives the messaging brief, many of the decisions that determine revenue have already been made. So I start before the brief exists. I go back to the buyer, the category, the package and the price, find the decision that is actually holding growth back, and fix that first. Then I write the message.
A proposition can become weak months before anyone writes the copy.
chosen the wrong buyer
defined the market too narrowly
built for several segments at once
packaged value badly
inherited pricing from an earlier version of the product
or asked five teams to tell five versions of the same story
At a frontline workflow SaaS, the issue looked like positioning. The deeper problem was category. Moving from digital forms to workflow automation helped average contract value roughly triple.
At an AI localisation platform, the story changed because the target buyer and the problem changed. Average contract value moved from under $5K to over $15K.
Product marketing gets weaker when it starts after the important decisions.
I work across six connected commercial questions. Each one shapes the next.
Where can we win?
Segmentation · ICP (ideal customer profile) · market opportunity · competitive intelligence
What should exist for that market?
Research · prioritisation · unmet needs · category opportunity
How do we capture and package value?
Pricing · packaging · willingness to pay · revenue leakage
What frame makes the value obvious?
Category · alternatives · differentiation · evidence
How does the decision become revenue?
Launch · demand · enablement · conversion · expansion
What should change next?
Adoption · win/loss · retention · feedback · KPIs
How I work
Three principles. Every engagement.
Diagnose first. Fix what compounds. Leave a system.
1
Diagnose first.
Before I touch the messaging, I find out what's actually broken. Is it the market, the buyer, the product, the pricing, the positioning or the sales motion? Most teams treat the symptom, usually "the messaging," when the root cause is somewhere else. I don't write anything until I know what we're really fixing.
2
Fix what compounds.
I don't run sprints that need re-doing next quarter. I focus on the changes that pay off across every channel, every deal, every launch — the work that gets cheaper to maintain, not more expensive.
3
Leave a system.
When I'm done, your team owns it: the positioning logic, the pricing and packaging rationale, the messaging architecture and the GTM playbook. You shouldn't need me on retainer to keep making good decisions. The best engagement is the one where you stop needing me.
I don't start every GTM with a blank slide.
Over 14 years, recurring commercial problems have become a connected system. These frameworks were codified from problems I had already solved, not invented for workshops. I use them inside every engagement, and the team keeps them after I leave.
FLARE™
How I run GTM
CLEAR™
How I make positioning decisions
CORE™
How I turn positioning into messaging
Finds where the proposition is Sharp, Soft or Missing.
Gets Product, Sales and Marketing working from the same buyer reality.
Connects willingness to pay with packaging and tier progression.
The value is not the acronym. It is the sequence:
AI has changed what buyers compare you against.
AI alone is rarely enough to differentiate.
The value sits in the workflow, data, integrations, governance and expertise around it.
The competitor is another solution, or an internal AI build.
Sales needs a credible build-versus-buy narrative.
The story has to survive the next model upgrade.
I anchor positioning in outcomes that AI alone cannot commoditise.
AI reduces the cost of PMM work. Judgement becomes more valuable.
Led positioning and launch work around AI products, including a language platform's move from localisation software to an AI-first enterprise platform. 21% of opportunities were influenced by the AI campaign.
Built an AI agent that checks content against approved positioning before it ships.
Built the Language Market Fit Score, which assesses how well a company's language and localisation footprint aligns with its target growth markets.
AI-supported tools that answer Sales and Marketing questions from an agreed narrative. AI-supported onboarding cut ramp time from 2–3 months to 6 weeks for Ideas in Pixel clients.
Where I've done this. The decision behind each result.
Four engagements, each told the same way: what I saw, what I did, and what changed as a result.
Larger customers were not simply buying better translation. They were trying to operate globally.
The company was seen as a localisation tool for developers, with an average contract value under $5K. But enterprise buyers had a bigger problem: running global content, AI and expansion across markets.
The strategic question changed from “How do we sell more localisation software?” to “What does the product need to become to matter to an enterprise operating globally?” Buyers were also weighing it against AI-led translation tools and building it themselves.
Average contract value more than tripled.
The repositioning contributed to 29% year-on-year growth in annual recurring revenue.
Your category sets the value buyers compare you against.
Buyers saw the product as a digital forms tool, so they compared it with other digital forms tools. But it was solving a larger operational problem: moving information, approvals and work through frontline teams.
The category was placing the product inside a smaller competitive and pricing frame. Changing it changed which problems Sales led with, which alternatives buyers compared against, which capabilities mattered, and what buyers considered a reasonable contract value.
Average contract value roughly tripled.
Buyers compared the product against workflow automation, not digital forms.
I didn't start with a launch. I started by finding a market.
The company wanted to grow within mid-market hospitality. I interviewed hotel groups and combined those conversations with Sales feedback and product-adoption data. A distinct ICP (ideal customer profile) emerged, with two needs that appeared again and again: running multiple properties, and supporting long-stay guests.
This was a product and market opportunity, not simply a messaging opportunity.
Growth in marketing-qualified leads, with 29% engagement among target prospects.
Pipeline influenced within 30 days. The security add-on attach rate rose from 2% to 15.7%.
Growth can leak out after the customer says yes.
The company was expanding internationally, but its market strategy, pricing and commercial processes had evolved separately. The business didn't only need more demand. It needed to capture more of the value it was already creating.
The business needed to rethink its offer and packaging, and optimise its GTM process, to move from creating value to capturing it.
From a redesigned commercial model.
Improvement in revenue retention.
Strategy only becomes real when other teams change what they do.
Product Marketing leadership is not simply managing PMMs. It is creating enough clarity that Product, Sales, Marketing, Customer Success and leadership make compatible decisions. I've led teams from 4 to 22 people, worked directly with founders and executives, and built Product Marketing functions from scratch.
At an AI localisation platform, I managed 4 PMMs and a cross-functional team of 12, and promoted one PMM to Senior.
At a travel-tech platform, I led 22 people across competitive intelligence and research.
Earlier, at a global automotive brand, I led a 14-person marketing team.
Global Product Marketing Director
Built GTM, segmentation and investor economics from pre-revenue to launch.
Head of Marketing
Led a 14-person team through a relaunch. Weekly sales grew from 4 to 72 in four months, and the brand moved from #5 to #3 in its market.
Client Servicing Manager
Worked across global brands in consumer goods, automotive, insurance and home appliances.
Founder
Built and sold a consumer brand, growing quarterly revenue from NPR 100 to NPR 2.5M in two years.
Let's work together
Two ways in.
For B2B SaaS & AI founders
If GTM is underperforming and the team isn't sure whether the problem is market, buyer, product, pricing, positioning or execution, that's usually where I'm most useful. That could mean a diagnostic sprint, pricing and packaging work, a repositioning, or fractional PMM (a part-time product marketing lead). We'll work out which on the first call.
Bring me the brief →For PMMs building their careers
1:1 coaching for product marketers stepping into senior roles, leading their first launch, or making the jump to fractional. Pulled from the same playbooks I use inside engagements.
See coaching →