Good marketing
starts with solving
the right problem.

Cybersecurity platform with $250K+ ACV in a crowded MDR market with long, trust-driven sales cycles. When I joined in fall 2022, BlueVoyant had a 30-person marketing org and $9M in annual spend, concentrated in large brand events, sponsored regional events and paid demand generation.

• — Pipeline volume looked strong, but deal conversion and progression were weak.
• — Differentiation was inconsistent across sales, with no clear, repeatable “why BlueVoyant.”
• — Cost per sales-qualified meeting sat around $10K (2021–H1 2022), forcing a strategic reset.

• Channel reset. Eliminated large brand events, cut sponsored regional programs to a few targeted bets, and moved non-converting paid digital into hosted physical and virtual events where we controlled audience quality.
• Brand & credibility. Invested in PR and analyst relations for sustained visibility with Gartner and top-tier publications. Buyers already knew BlueVoyant before the first call.
• Positioning & enablement. Rebuilt the core pitch around a clear platform story and rewrote MDR positioning so every rep could articulate the difference.
• Platform & expansion. Led the launch of the BlueVoyant Security Operations Platform, unifying MDR, SCD and DRP. Drove bundling, cross-sell strategy and enablement.

• Annual marketing spend reduced from $9M to $3.5M while holding 25% contribution to total ARR.
• Marketing headcount reduced by 50%.
• Improved deal quality, narrative consistency and expansion readiness across sales.
• Grew one of the category's largest organic LinkedIn audiences: 15,000 → 110,000.

Digital Risk Protection platform selling into enterprise security teams. The GTM engine was generating pipeline and reaching the right buyers, but struggling to convert through proof-of-concept.

• — Demand generation worked — deals consistently reached POC.
• — Late-stage losses clustered in the most mature enterprise segment, where buyers favored the incumbent.
• — Differentiation struggled at the top end of the market.

• Positioning & ICP reset. Customer interviews and firmographic funnel analysis showed where deals failed. Moved away from mature threat-intel teams toward SOC-led organizations without dedicated TI, where ease of deployment won.
• Signal-driven targeting. Piped product API data into Salesforce to flag accounts with known, active threats — combining firmographics with real risk signal to tier outbound.
• GTM scale. With ICP clarified, scaled demand gen and outbound into direct mail, hosted regional events and targeted physical and virtual experiences.

• Marketing consistently drove 50% of total ARR.
• Scaled from $7M to $27M ARR.
• Supported the acquisition by Rapid7.

Hired with three concurrent mandates: implement Marketo, rebuild the brand and website, and build demand gen. The category tailwind was real — the gap was infrastructure and speed, not narrative.

• — No marketing automation or routing; reps triaged leads in spreadsheets, often days late.
• — Dated brand and website with no differentiated identity.
• — No scalable way to turn growing inbound interest into fast, personalized follow-up.

• Automated pipeline engine. Connected Marketo → Salesforce → LeanData → MadKudu → Salesloft. A whitepaper download became a rep-ready, personalized cadence in under 30 seconds with zero manual triage.
• Event speed. List uploads triggered personalized outreach the same night or next morning, while competitors were still emailing spreadsheets.
• Brand relaunch. Shipped a new identity and website in three months — winning a Hermes Award.
• Program scale. Scaled inbound, field and demand programs on top of the engine, including a 100+ event/year field program.

• Marketing-sourced opps grew from ~20–30/month to a peak of ~150–170/month.
• Marketing-sourced pipeline grew from ~$2M/quarter to ~$7M in Q2 2018.
• Field program drove 30% of total pipeline.
• Pipeline 4x, inbound MQLs 3x.

The #1 board management platform had reached $50M ARR without ever sending a marketing email. A new McKinsey-alumni CEO and CMO set out to professionalize GTM ahead of a PE transaction; I joined to build measurement and demand gen from zero.

• — No tracking, measurement or digital infrastructure at the category leader.
• — The buyer — a Board Secretary — was a narrow, low-search persona; digital alone had a ceiling.
• — Growth had never been intentionally engineered.

• Measurement first. Implemented Marketo and built Diligent's first tracking, measurement and digital demand gen function.
• Recognized the ceiling. Made the data-backed case that digital couldn't hit targets alone, and won approval to build outbound.
• Built the SDR engine. Implemented Salesloft and hired the SDR team from zero; each rep booked 15 meetings a month.

• Scaled from $50M to $150M ARR.
• First digital, measurement and SDR infrastructure, built from scratch.
• 15 meetings per rep per month, consistently.
• Contributed to the acquisition by Insight Venture Partners.

First senior marketing hire, arriving during layoffs at a Foundry Group-backed company that had never exceeded $1M ARR. Leadership saw the market as generic “motion capture.”

• — Fidelity trailed marker-based systems — “replacement” was a losing argument.
• — Only one commercial customer (WB Montreal) and no proof the model could scale.
• — No evidence-based view of who actually needed the product, or why.

• Found the real use case. WB Montreal's Animation Director used it for previs and as a guide for hand-animation. The repositioning: not a replacement for marker systems, but a way to cut time and cost inside them.
• Built proof and went direct. Hired him as a consultant, built a case study, and ran a handwritten direct-mail campaign to 50 game studios.
• Owned the motion. Ran all 30+ resulting demos personally — landing Disney and Ubisoft.
• Opened a second market. Rebuilt the site to rank #1–2 for motion capture, unlocking university animation programs.

• Scaled from $1M to $4M ARR, doubling revenue two years straight.
• Landed Disney and Ubisoft from a 50-studio campaign.
• Opened education as a second growth channel.
• Contributed to the acquisition by Dari Motion.