The playbook I wrote.

The problem

A pre-seed company with no brand needed senior product marketing leaders in one room in San Francisco. That audience ignores vendor outreach, so the evening itself had to be worth their time.

What I owned

1. ProgrammedBuilt the night around a debate practitioners were already having about their own role, not a product pitch.
2. Recruited4 panelists, from Atlassian, Meta Reality Labs, Google, and a Celona, Google, and Zscaler background.
3. ProducedVenue, logistics, run of show, and promotion for November 11, 2025, with no events team.
4. ConvertedFollow-up that moved attendees into product conversations and the design partner program.

The problem

No brand, no list, no inbound, no SDR. Every one of 134 accounts had to be found, reached, and tracked by one person.

What I owned

1. Targeted134-account list built from a defined ICP, each tracked from first touch to qualification.
2. Reached1,000 targeted LinkedIn and outbound reach-outs over six weeks.
3. QualifiedResponses moved into discovery calls, demos, and the design partner program.
4. TrackedEvery account held in HubSpot, so pipeline read by stage, not by anecdote.

The problem

A pre-seed product with no customers and no references. Senior practitioners had to be recruited cold, kept engaged, and then put their name to it in public.

What I owned

1. RecruitedBuilt a 13-member design partner cohort, 8 at Director level or above, from Atlassian, Splunk, Taboola, Dimagi, and Intuit.
2. Ran32 structured sessions on workflow, pain, trust, and buying criteria across 13 industries and 9 countries.
3. ActivatedPartners moved into public quotes, panel seats, and reference calls with prospects.
4. Converted1 design partner relationship became the first signed enterprise deal, Splunk (a Cisco company).

The problem

One marketer cannot chase every lead and still know what is working. Follow-up decayed during discovery calls, and nobody could say where people dropped out.

What I owned

1. AutomatedLead follow-up and lifecycle flows across n8n, HubSpot, and Calendly, so no inbound lead waited on me.
2. InstrumentedThe funnel wired end to end in Mixpanel and PostHog, so every drop-off had a location.
3. DiagnosedEach abandonment point mapped to a likely cause and a recovery action.
4. MeasuredLifecycle KPIs with warning thresholds for acquisition, activation, and retention.

The problem

Leadership needed one set of numbers across renewals, expansion, wallet retention, product lines, and verticals. Marketing and sales were arguing over which accounts were at risk.

What I owned

1. BuiltDaily wallet-retention, weekly renewal, monthly MRR, and vertical-profitability reporting, read by the CEO, COO, and VP of Finance.
2. AnalyzedRenewal, expansion, product-line, and wallet-retention signals connected across the subscription book.
3. Surfaced$2.6M in recoverable ACV and $250K in monthly expansion potential, plus verticals slipping month over month.
4. Directed26,207 deal records and 21 account executives migrated to a new system with zero errors.