Go-to-market: the work behind the outcomes.

The problem

A pre-seed company with no brand needed to reach senior product marketing leaders in San Francisco. That audience ignores vendor outreach and there was no budget to buy their attention, so the room itself had to be worth their evening.

What I owned

1. ProgrammedBuilt the event around a debate practitioners were already having about their own role, rather than a product pitch.
2. RecruitedBooked four panelists, from Atlassian, Meta Reality Labs, Google, and a fourth whose background spans Celona, Google, and Zscaler.
3. ProducedRan venue, logistics, run of show, and promotion for the November 11, 2025 date in San Francisco.
4. ConvertedOwned follow-up after the event, moving attendees into product conversations and the design partner program.

The problem

No brand, no list, no inbound, and no sales development support. The buyers were senior practitioners at large technology companies who receive dozens of vendor messages a week. Every account had to be found, researched, reached, and tracked by one person.

What I owned

1. TargetedDefined the ICP and built the named-account list, then tracked 134 accounts from first touch through qualification.
2. ReachedRan 1,000 targeted LinkedIn and outbound reach-outs through a six-week sequence.
3. QualifiedMoved responses into discovery calls, demos, and the design partner program.
4. TrackedHeld every account in HubSpot so pipeline could be read by stage instead of by anecdote.

The problem

A pre-seed AI product had no customers, no references, and no credibility with enterprise buyers. Senior practitioners had to be recruited cold, given a reason to keep showing up, and then be willing to put their name to it in public.

What I owned

1. RecruitedBuilt a 27-member design partner cohort, 18 at Director, VP, or SVP level, from Atlassian, Databricks, Reddit, Splunk, and Taboola.
2. RanHeld 32 structured sessions on workflow, pain, trust, and buying criteria across 13 industries and 9 countries.
3. ActivatedMoved partners into public quotes, panel seats, and reference conversations with prospective buyers.
4. ConvertedHelped move one design partner relationship into the first signed enterprise deal, Splunk (a Cisco company).

The problem

One marketer cannot chase every lead, book every meeting, and still know what is working. Follow-up decayed whenever I was in a discovery call, and nobody could say where people dropped out between first touch and real product use.

What I owned

1. AutomatedBuilt lead follow-up and lifecycle flows across n8n, HubSpot, and Calendly triggers so no inbound lead sat waiting on me.
2. InstrumentedDefined an eight-stage funnel and 11 acquisition and activation events across Mixpanel and PostHog.
3. DiagnosedQueried drop-off in SQL and mapped 12 abandonment stages to observed behavior, likely cause, and a recovery action.
4. MeasuredSet 22 lifecycle KPIs so acquisition, activation, and retention each had a named signal and a warning threshold.

The problem

Leadership needed consistent signals across renewals, expansion, wallet retention, product lines, and vertical performance to make timely calls. Marketing and sales were arguing about which accounts were actually at risk, with no shared number to point at.

What I owned

1. BuiltCreated the daily wallet-retention, weekly renewal, monthly MRR, and vertical-profitability reporting, read by the CEO, COO, and VP of Finance.
2. AnalyzedConnected renewal, expansion, product-line, and wallet-retention signals across the subscription book.
3. SurfacedFlagged recoverable ACV, monthly expansion openings, and verticals slipping month over month.
4. DirectedLed a Salesforce and OMS migration for 21 account executives with automated validation across more than 26,000 deal records.