Work.

Five pieces of work, and what they changed.

SYLVERA · 2025–26

A launch framework nine flagship launches ran through

Sylvera had a wide product surface and no shared way to launch anything. I built one, then ran it across a packed calendar.

What I did

Designed a two-tier launch framework (Strategic vs Growth) and led GTM for nine flagship launches across ratings, market intelligence, biomass analytics and commodities.

What happened

Launches went from one-off scrambles to something repeatable. It’s now the standard every launch runs through. Those launches, plus a freemium-to-paid campaign I ran, account for most of the about $10M of influenced pipeline in my year there.

SYLVERA · 2025

One positioning, three very different buyers

Corporates, project developers and investors all want different things from the same platform. The positioning had to work for all of them.

What I did

Authored the canonical positioning and ICP framework (Corporate Buyers, Project Developers, Investors), then built six ICP-specific ROI calculators off the back of it.

What happened

By the time I left, the calculators were in every sales deal and the framework was the one the company worked from.

ZIVVER · 2023–25

Repositioning that opened two new markets

As founding PMM at a secure communications company, I rebuilt Zivver’s positioning for a regulated, compliance-heavy market.

What I did

Built and ran GTM for 10+ product launches and led a repositioning aimed at new segments, backed by a sales enablement curriculum for 30+ AEs and CS reps.

What happened

$2M+ new revenue, $20M+ influenced pipeline from the launches and repositioning (part of about $25M over my two years there), and UK Healthcare and Local Government opened up as new ICP segments.

TOKU · 2022–23

APAC market entry, from ICP to demo requests

Toku brought me in as interim founding PMM to support its APAC market entry.

What I did

Redefined the target ICPs, rebuilt the messaging and launched a new set of sales and marketing materials, then led a small team through the launch and demoed live at industry events. The bigger job was the positioning. Toku’s main product was still early, in a mature market full of entrenched vendors and slow-moving enterprises, so I built the messaging and positioning close to from scratch. Then I ran account-based outreach into Japan and China, with materials made for each market (technical guides, sales decks, that sort of thing), each adjusted for local industry and for how buyers there expected to be sold to.

What happened

Alongside the 4× lift in demo requests, that work helped get Toku into the Japanese and Chinese markets, and fed into prep for its next funding round. Influenced pipeline came to about $5M in my year there.

BANDWIDTH · 2019–22

EU market entry through partners and resellers

I was PMM for Bandwidth’s Mobile & API division, the smallest segment in the business and probably the hardest to market. Bandwidth was well known for messaging in the US and barely known in Europe, so selling direct to EU enterprises meant 12-month sales cycles, a lot of procurement, and a vendor nobody there had heard of.

What I did

Instead of pushing harder on enterprise deals, we went in through the side door: technology partners and resellers who already had European customers. I ran the campaigns to recruit them, then built the enablement they needed to sell us, which turned out to be a different job from enabling our own team. Partners had to show the product’s edge and prove ROI to their own clients without one of us in the room, so the kit was one-pagers, technical specs, setup guides, sales slides and explainers for their technical teams, all written for someone who doesn’t work at Bandwidth.

What happened

We went from one partner to 13. Most new EU business moved from enterprise sales to the partner programme, and the sales cycle dropped from about 12 months to about 6. Each partner that proved we could deliver made the next one easier to sign. Influenced EU pipeline came to about $12M while I was there, which I won’t claim on my own, marketing never gets to.