Most platform revenue is not lost to a bad product. It is lost to a product nobody can explain. I make complex platforms legible, then make them sell. Fifteen years doing it across ads, payments, devices, and developer tools at Snap, Google, Meta, and Accenture.
I came into product marketing from the wrong end, and it turned out to be the right one. I started in market research at Ipsos, reading buyers for a living before I ever launched anything. Then devices and telecom across EMEA, then payments, then ads platforms in the Bay Area. I learned to read a market before I learned to ship a product, and that order still shapes how I work.
What I do now is narrow. I take platforms that are genuinely hard to explain, ads infrastructure, monetization APIs, developer tooling, and I make them legible enough that a sales team can sell them and a buyer can say yes. The pattern rarely changes: find the insight, build the narrative, ship the launch, then hold the work to a number.
At Snap I own go-to-market for Sponsored AR Ads and Enterprise Services, where the hard part is almost never the campaign. It is getting Product, Sales, and Creative to agree on who we are selling to before anything ships. At Google I led GTM for Fitbit, including subscription positioning for Fitbit Premium. At Meta I ran the Business Partners program and the packaging behind its monetization APIs.
I hold an MBA in Strategic Management from Maastricht University, I am a DBA candidate, and I am certified through Reforge, PMA, and CIM.
Product marketing is not one job, and most teams need a different part of it at different moments. These are the five modes I work in, in my own words rather than anyone's official framework.
I am useful in one specific situation: a platform that is genuinely hard to explain, attached to a number somebody has to hit. If the product already sells itself, you do not need me. Founding, principal, and director-level product marketing roles at high-growth and AI-native companies.