You've made some good deals, but still have no real proof that it's repeatable. Maybe you've hired an agency or a marketer, but they never seem to hit the nail on the head, or maybe you just don't think the content really does the trick. Your BDR(s) are at a loss for the right discovery questions. Noone seems to know how to disqualify. You need proof for prospects or they're too hesitant to join you. And everyone on your team sells the way they see best fit.
Product-market fit is the degree to which a product satisfies genuine market demand, measured against buyer evidence rather than internal conviction. Naming where fit is thin early ensures resources go toward what the market has proven it wants.
Market research and competitive intelligence is the evidence, from competitive teardowns to buyer interviews, needed to make a specific business decision. Tying research to a real decision ensures it becomes usable input, not an exercise in itself.
Sales assets are the decks, scripts, battlecards, and FAQs a sales team uses at every stage of the funnel. Building every asset from the same message framework as the website ensures buyers hear one consistent story throughout the sales process.
Social, third-party presence and reputation is the management of how a company shows up publicly, from social channels to review sites and search results. Clear voice guidelines and active monitoring ensure the first impression is the intended one.
Go-to-market is the overall plan for which markets to enter, how the product differentiates, and how each release reaches customers. A tiered, coordinated plan ensures the right releases get the right level of investment.
Win/loss is the practice of interviewing buyers after a deal closes, won or lost, independent of the deal team. Structured interviews surface the real reasons deals succeed or stall, so decisions rest on buyer truth rather than internal narrative.
Brand and product read better in one voice, especially for technical products.
New approaches every time, based on your business needs specifically.
Tell your story uniformly to anyone, using clear, persuasive language adapted by persona.
I'll give you my honest opinion every single time.
We'll agree together on how to manage the engagement, based on your business needs.
I learn super fast, and I'm pedantically attentive to the small details simultaneously.
Products whose primary value is the technology itself, and where the buyer or first discoverer is often technical: cybersecurity, AI and computer vision, developer tools, fleet and operations platforms.
Practically, this usually means that copy should be direct and technical - at least for that part of your audience.
My engagement with each company changes depending on the business needs!
A project, a quarter, or the long haul: this can be anything from hands-on execution through to fractional marketing leadership.
I write it. That is the point of the arrangement: the strategy and the technical writing that makes it credible come from the same person.
When volume genuinely needs more hands, I bring in and manage contractors, but the through-line stays mine.
Further than most strategists go: docs-as-code, analytics, product and UX specs, and content structured so that LLMs can read it.
Developer portals, product documentation and release notes are inside the work, not adjacent to it.
AI accelerates work that I have always done myself but didn't really need to, and makes me available to do the work that only an experienced human can do. AI workflows, skill systems, pipelines and automations.
I also teach it, including to marketers who are wary of it. Judgment about when not to use it is part of the job.
Products whose primary value is the technology itself, and where the buyer or first discoverer is often technical: cybersecurity, AI and computer vision, developer tools, fleet and operations platforms.
Practically, this usually means that copy should be direct and technical - at least for that part of your audience.
My engagement with each company changes depending on the business needs!
A project, a quarter, or the long haul: this can be anything from hands-on execution through to fractional marketing leadership.
I write it. That is the point of the arrangement: the strategy and the technical writing that makes it credible come from the same person.
When volume genuinely needs more hands, I bring in and manage contractors, but the through-line stays mine.
Further than most strategists go: docs-as-code, analytics, product and UX specs, and content structured so that LLMs can read it.
Developer portals, product documentation and release notes are inside the work, not adjacent to it.
AI accelerates work that I have always done myself but didn't really need to, and makes me available to do the work that only an experienced human can do. AI workflows, skill systems, pipelines and automations.
I also teach it, including to marketers who are wary of it. Judgment about when not to use it is part of the job.
Yes. For marketers and technical writers: breaking in, using AI with judgment, and building systems that get used.
There is no upsell attached to it and no catch.
We'll establish scope and measurements at the start of the project.
Tell me what you're working on. I'll help you understand how I can help you find the right solutions.
