Work.

Four things I’d show you in an interview anyway.

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.

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+ pipeline, 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.

What happened

A 4× lift in demo requests.