Why I work at the point between product and market
My career has moved through enterprise product marketing, international expansion, regulated software and first-hand SaaS product ownership. That combination is useful when a company needs someone who can understand the product deeply without losing sight of the decision it must help a buyer make.
Procore
Founding product marketing for UK and Ireland and an early EMEA hire, then global work across preconstruction, BIM and document management.
Featurespace
Positioning and enablement for AI-native fraud detection sold into major financial institutions and risk-sensitive buying committees.
Eastnets
Repositioning a complex payments and financial-crime portfolio around an integrated platform narrative.
Segment8
Founder of a GTM intelligence SaaS product, with direct experience across product, data, permissions, pricing, UX and AI.
How I work
- Start with the constraintWhat decision is stuck, what evidence exists and what would make the work commercially worthwhile?
- Make the trade-offs visibleGood GTM work requires choosing a market, message or motion rather than describing every possible one.
- Ship usable outputsStrategy becomes valuable when it is expressed in the deck, talk track, page, system or decision the team actually needs.
- Leave the team strongerThe aim is momentum and capability, not an indefinite dependency on an external adviser.
Looking for senior GTM judgment without unnecessary machinery?
Explore the sprint model or contact me directly.
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