Strategic Operator
Position. Build. Align.
The output is a marketing function that shapes how the market thinks, builds a compounding growth engine, and owns the number.
I'm a 3x VP of Marketing who came up in performance and grew into go-to-market strategy. The person who can hold ROAS to account and write the brand brief.
Build the function from scratch. ICP, messaging, demand engine, first hires. Have it generating pipeline in six months.
Reposition and scale past the ceiling. New market, new category, new story. With the measurement system to prove it's working.
Step in when the VP moves on. Land fast, protect momentum, raise the standard of what marketing is held accountable for.
My strengths, stack-ranked. Hover each bar.
a brand creative, an event factory, or a VP who disappears into strategy and resurfaces at the quarterly review. I came up in performance. I still think that way. The strategy always has to work in market or it's just an expensive deck.
4 companies · 4 inflection points.
Flat budget. Depleted team. Three brands. Twenty markets. No model for what was driving revenue.
Bought Mutinex MMM and built the measurement model. The argument became math, not narrative. The brand budget held. Rebuilt the team around one campaign brief: one brief, three brands, consistent signal across 20 markets. Q1 '26 was the best quarter.
Speech AI platform with the right product and the wrong story for enterprise. Buyers trusted the tech. The deal died in the internal sell.
Used GTM Bullseye to identify the highest-urgency enterprise segment: conversational intelligence. Rebuilt the message from the ground up: out with API accuracy, in with deal intelligence, rep coaching, compliance coverage. Named the category. Sales had a story they could sell.
Real product. No category. Sales was explaining the product instead of selling the problem.
First move: customer transcripts, not copy. Found "first-mile data ingestion" in customer language, not a brainstorm. Named the category. Built the content engine around it. Rebuilt sales so every rep could articulate the problem before the demo. Osmos now owns the term in search. Acquired by Microsoft.
Quora Ads was being sold as a publisher, competing against Facebook and Reddit on audience size. That was the wrong fight. The wrong category. Revenue was $10M.
Shifted the competitive frame to intent-based B2B reach: buyers in research mode, not scroll mode, at a fraction of LinkedIn CPCs. Built the enterprise GTM as the company's first PMM hire: ICP, proof framework, battlecard library, sales enablement. Sales started winning the first meeting. Revenue grew 400% in 18 months.
Free tools built on frameworks I use on real problems.
Marketing science applied to real decisions. Evidence over instinct.
Older posts →I've built it three times. The situations look different. The work is always the same: build the engine, own the number, give the CFO something to defend.
Let's build it.