Results
Five results, and how I got there
Every company here had something specific holding it back. Here's what it was, what I did about it, and what changed.
Leader in Forrester's first report on account-based marketing
From unknown startup to Forrester Leader
When I joined, account-based marketing was barely a category, and we were a small startup few buyers had heard of.
The obvious move was to shout louder. I went the other way and focused on the people who shape how buyers see a market. I launched our analyst relations program, briefed Forrester, and wrote the Wave submission myself.
We also practiced what we sold: marketing focused on target accounts, and I trained and implemented an SDR program to support our demand generation and ABM strategy, with sales development reps working hand in hand with sales.
The result was a Leader placement in the first Forrester Wave on account-based marketing, and real credibility with enterprise buyers.
Jabmo (formerly Azalead) · Chief Marketing Officer
0 → 40%+ of the sales pipeline created by marketing
Making a small pipeline perform like a big one
Cosmo Tech had impressive technology and one big problem: large companies saw it as an innovation project, not a platform they'd bet on. Marketing brought almost nothing to the pipeline.
I rebuilt the positioning and the brand around enterprise credibility. Then, together with sales, we picked the accounts that mattered most and focused everything on them. Half of those target accounts engaged with us.
Partners did the rest of the credibility work: Microsoft, Salesforce and SAP, plus regular mentions in Gartner reports on AI and digital twins.
The result: 10× more leads, marketing's share of the pipeline up from almost nothing to over 40%, and 80% of sales-qualified leads coming from the target accounts.
Cosmo Tech · Chief Marketing Officer
10 → 50+ channel partners worldwide
Growing through partners
A cloud startup can't hire a sales team in every country. Partners can take you there faster, if they have a reason to sell you.
At RunMyProcess I built the channel partner program that grew the network from 10 to more than 50 partners, supporting the company's international expansion.
I've used partners the same way ever since. Technology partners like Microsoft, Salesforce and SAP added credibility and opened doors at Jabmo and Cosmo Tech. At Packard Bell and Avid, co-marketing with Intel stretched every marketing dollar further.
RunMyProcess (Fujitsu) · Director, Global Marketing
Business and product marketing for multiple products
Taking products to market
Before the e-commerce role, I was Business and Product Marketing Manager for multiple products at Avid.
That meant owning how each product went to market: the positioning, the launch plans, and making sure sales had what they needed to sell it.
It is also where I learned the discipline I bring to every launch since: a product only succeeds when marketing and sales are built around the same plan.
Avid Technology · Business and Product Marketing Manager
$25M online business, P&L ownership, +30% revenue in year one
Running a business, not just a budget
Most marketers manage a budget. At Avid I owned the P&L of a worldwide online business with a $25M objective.
That meant leading international teams, a database of more than 5 million customers in over 10 languages, and co-marketing with partners like Intel.
We met the $25M objective and grew revenue 30% in year one. It's a big part of why I still judge every marketing program by what it brings in.
Avid Technology · Director, Worldwide E-Commerce
For my full career history, see LinkedIn ↗.
Have a problem like one of these?
Tell me where growth is stuck.
Get in touch