The work I do
I help complex software companies understand their market, establish a defensible narrative and turn that clarity into better product and commercial decisions.
Company narrative
Turning product architecture, market change and buyer needs into a strategic story the company can organise around.
Market intelligence
Interpreting competitors, buyers, deal evidence and category structure to identify where the company can win.
Product positioning
Translating technical differentiation into propositions that executive buying committees can understand, scrutinise and defend.
Field execution
Connecting strategy to messaging, battlecards, talk tracks, launches and the commercial conversations sellers actually have.
Why the combination matters
Most careers develop depth in one lane. Mine now joins three.
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Enterprise product-marketing judgement Fifteen years building GTM motions for AI, fintech, construction technology and regulated enterprise software.
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Founding-market experience First product marketer for Procore UK and Ireland, helping build the international motion during its expansion through IPO.
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First-hand product ownership Founder of Segment8, with direct operating experience across SaaS product, data, permissions, pricing, UX, reliability and AI.
From marketer to builder
Building Segment8 changed the level at which I can operate with product and engineering.
This does not make me an engineering leader. It makes me a GTM executive who can engage product and engineering with far greater credibility, distinguish feasible opportunities from attractive abstractions, and understand the operational consequences of what a company promises.
Practical AI judgement
Not AI fluency by assertion. A year spent using frontier models to build and operate a functioning software product.
Where AI creates leverage
Research, prototyping, implementation, structured analysis and the compression of work that once required a much larger team.
Where AI creates risk
False confidence, architectural inconsistency, unreliable outputs, maintenance burden and systems that work in demos but fail under real operating conditions.
Track record
Complex categories, international growth and buying committees where superficial claims do not survive.
Procore
First international product-marketing hire for Procore's UK and Ireland expansion and one of the earliest EMEA hires. Built regional messaging, market programmes and field enablement before moving into global work across preconstruction, BIM and document management. The region scaled through Procore's IPO.
Featurespace
Positioning and enablement for AI-native fraud detection sold into organisations including HSBC, NatWest, Worldpay, TSYS and Danske Bank. Translated machine-learning differentiation into explainability, governance and executive risk language for enterprise financial institutions. Featurespace was later acquired by Visa.
Eastnets
Owned global GTM for a financial-crime portfolio, unifying fragmented products into a modular platform narrative across sales, marketing and analyst relations. Built solution kitbags, decks, battlecards and competitive guidance; led a thought-leadership report that generated more than 50,000 qualified reads.
Segment8
Founded and built Segment8, a GTM intelligence platform connecting competitive monitoring, market signals and sales enablement. Shipping the product end to end has meant owning data ingestion, signal prioritisation, pricing, permissions, UX, AI workflows and the commercial narrative.
Where I add disproportionate value
The strongest fit is where market interpretation, product complexity and field execution meet.
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Product to platform The company needs a strategic narrative that explains how an expanding portfolio fits together without losing product specificity.
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US to EMEA A global proposition needs to travel into local markets, buying language and regulatory conditions without fragmenting the brand.
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Technical product to executive decision Differentiation is real, but the buying committee needs a clearer commercial, operational and defensible reason to act.
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Market evidence to field action Competitive signals and deal learning exist, but they do not reliably change positioning, product choices or sales behaviour.
The mandates that fit
Director, Head-of and focused VP roles where the remit carries genuine strategic ownership.
Product marketing leadership
Company narrative, portfolio positioning, market strategy and the operating system connecting product to revenue.
Competitive and market intelligence
Turning fragmented evidence into differentiated strategy, deal support and better executive decisions.
GTM strategy and enablement
Building the connection between market priorities, propositions, field readiness and commercial execution.
Founding GTM leadership
Establishing the narrative, market focus and field foundations for a new category, region or growth phase.
Selective advisory work
I also work with founders and leadership teams on bounded, high-leverage questions.
Positioning and narrative
Company story, product architecture, category framing and the evidence required to make the position credible.
Competitive strategy
Market structure, competitor differentiation, battlecards and the patterns emerging from live deals.
Launch and change
New products, platform moves, international expansion and moments when the existing story no longer carries the business.
Founder counsel
Focused judgement on GTM sequencing, packaging, organisational design and the decisions that create or destroy leverage.
Microsite guides
Shorter pages for the topics people actually search when they are looking for senior GTM help.
Fractional GTM consultant
What fractional go-to-market leadership looks like, who it suits and how a sprint-based engagement works.
Product marketing consultant
Positioning, narrative and enablement support for technically complex B2B software teams.
Go-to-market strategy
A practical explanation of how GTM strategy is built, pressure-tested and turned into field action.
SaaS positioning
How to translate product capability into a market story buyers can understand, remember and defend.
Market entry in EMEA
What changes when a US or global proposition moves into the UK and wider EMEA market.
AI product marketing
Where AI adds leverage in marketing and where it creates risk, noise and execution debt.
Sector experience
Market context changes the job. These are the sectors where I have built category understanding, proof and commercial language.
B2B SaaS
Positioning and GTM systems for software companies moving from product traction to repeatable growth.
FinTech
Commercial clarity for payments, fraud, AML and financial infrastructure products sold into risk-sensitive buyers.
ConstructionTech
Market narratives for workflow, preconstruction and project technology where operational proof matters.
Looking for the next consequential mandate
For a clearer sense of how I work with teams, read what working together looks like. I am open to senior operating roles and selective advisory work with complex B2B software companies in the UK, EMEA and globally.
Start a conversation LinkedInOr read the short process note first: what working together looks like.
