I build damn good marketing plans. Then, I help you execute them.

I’ve had the privilege of leading and/or contributing to some incredibly interesting product and company launches in the last 5 years. Here’s a quick overview of my favorite projects.

Please note, all great marketing is a collaborative effort so I did not do any of this alone. But even the most amazing teams have differences of opinion, bandwidth constraints or prioritization pivots. In each of the projects below, I played a major role in developing the plan and pushing these projects through to the finish line.

Need a GTM plan tailored to your company’s needs? I got you.

Fintech Startup Company (FSC)* had two products in market and grand plans for 2023 and beyond but they lacked product marketing processes to keep their teams on track and armed with a clear source of truth. This is where I came in. I worked with their team to build a GTM framework, created documentation and built project management templates which were all used to usher in 2 new launches.

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*FSC is a pseudonym so I can speak about the project, while honoring my NDA.

6 months to launch a brand new business line? No problem.

Launching a product is one thing but launching a company is a whole different beast. At Archwell, I led the naming, branding, and GTM strategy of our flagship company, Moder. Then, I created the templates, sales collateral, and website content to bring this brand to life.

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Mega-sized joint promotion on the horizon? You’ll need a lot of documentation.

Sage’s strategy of moving to the cloud to garner more subscription revenue is a cornerstone of their strategy investor reporting for the last 4 years. While at Sage, I was part of the team who led Sage Partner Cloud to market. At that time, the only partner was Microsoft Azure and it was on Product Marketing (me) to create the messaging, internal documentation, and partner facing materials necessary to support this launch.

Although I cannot share the internal documents I created, I am happy to see that this program is alive and well and Sage has since added many more partners. Per Sage’s FY21 Annual Report to shareholders, this new program helped Sage achieve 44% increase in FY21’s cloud-related ARR, totaling £347m in revenue (up from £240m in FY20).

Literally millions of dollars in revenue

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Literally millions of dollars in revenue --

Does your pricing still make sense? Let’s look into it.

Pricing can be tricky and is oftentimes the most difficult kind of launch there is. The story behind why we’re moving forward with a price hike or why a certain promotion makes sense requires thoughtful, careful planning and messaging.

In my career, I’ve spearheaded important customer data projects to re-evaluate existing pricing schemes and to propose new pricing for new products or promotions.

  • It was not clear to Sage 100 or Sage 300 customers why they had to pay for business care or what they got for this price. This led to poor NPS scores and problems with attrition that the Win-Back team needed to address. Instead of revisiting the messaging, I looked to the market to see what competitors were doing and how we could revamp our business care strategy to improve customer satisfaction while boosting revenue.

    The result was a proposal to get rid of the good, better, best model and instead launch a wholly different bundle.

  • The Sage cadence for ISV promotions were very short considering the long sales cycle that customers and ISV integrations took. In year 2 of my tenure at Sage, I started proposing longer ISV promotion windows so that we can better evaluate which promotions were really working and get insights to unlocking more ISV revenue potential.

  • Elavon’s flagship omnicommerce product, Converge, moved $42t in funds each each year, bringing in $40m+ ARR revenue. Square was coming in strong for our SMB market and their clear pricing led Elavon leadership to propose a copycat pricing strategy with mixed results.

    What leadership needed was a clearer understanding of our customer behavior - who were our best customers, how long do they typically stay, and what are they graduating to? I proactively took on this monumental task, enlisted the support of a data analyst, and worked with our VP of Pricing to re-evaluate our SMB pricing models and marketing strategy.