Senior Product Marketing Leader

Andrew Ishak

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.

15+
Years in product marketing
4
Platform companies at scale
1
AI product shipped solo
Get in touch Download resume
About

I make hard things explicable.

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 and a BS in Computer Science from Ain Shams University. I am certified through UC Berkeley, Reforge, the Product Marketing Alliance, Northwestern, the Chartered Institute of Marketing, and HubSpot.

What I believe
01
Illegibility is a revenue problem, not a comms problem.
When a platform underperforms, the deck is usually not the issue. The product has never been made explicable to the person who has to sign for it.
02
Positioning that has not survived a sales call is a hypothesis.
Messaging written in a research deck and never carried into the field is unfinished work. I would rather lose the argument in front of a customer than win it in a review.
03
If you cannot query it, you do not own it.
I write the SQL and build the dashboards myself, largely because positioning arguments go better when you brought the data rather than requested it.
How I describe my range

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.

Architect
Positioning, narrative, and category structure. The story before the campaign.
Strategist
GTM motions, segmentation, and market entry. Where to play and how to win.
Operator
Launches, enablement, and lifecycle execution. The plan turned into shipped, measured work.
Activator
Content, demand, and field activation. The message put in front of the market.
Connector
Alignment across product, sales, marketing, and exec. Influence without authority.
Signature Work

Where it held up.

Solo build · AI
Briefly
AI competitive intelligence tool, built and shipped alone · getbriefly.info
  • Competitive research was the slowest thing I owned. By the time a battlecard reached a rep, the claim it was built to counter had already moved.
  • Rather than wait for tooling budget, I built it myself and shipped it. Briefly turns competitor inputs into a concise, source-backed brief a product marketer can use without starting research from scratch.
  • The hard part was never the model. It was deciding what to leave out, so I cut collaboration workflows, dashboards, and heavy integrations, because a narrow tool people actually open beats a broad one they abandon.
  • I can position AI products credibly because I have made those tradeoffs myself: scope, model behavior, cost, latency, and what not to build.
Meta · Product Marketing
Business Partners Program
Monetization APIs and partner ecosystem
  • The monetization APIs were packaged and sold to marketers, but the people actually evaluating them were engineers, and the marketing had nothing for them.
  • Repositioned and repackaged the portfolio for the technical buyer, and rewrote how the partner program communicated value to partners rather than to us.
  • Ran structured A/B tests on subscription pricing and onboarding in the AR/VR ecosystem; early adoption rose 9% and early retention 6%, and the winning variant became the default entry price and onboarding path.
  • Partner engagement grew 44%, with steady YoY API revenue growth. Writing for engineers meant giving up some breadth in the top-level narrative to make the evaluation path credible for the people responsible for implementation.
Google · Product Marketing
Consumer Subscription Monetization
Fitbit Premium and DTC growth
  • Fitbit Premium is a paid tier on top of hardware people already bought, with a free tier that genuinely works, so the subscription has to earn its place against something that already does the job.
  • Led subscription positioning for Premium and the DTC growth motion, converting an installed device base into recurring software revenue; acquisition rose 14% and engagement 33%.
  • The free-to-paid boundary was inherited, not mine to redraw. My job was to make the paid side legible: which problems justified an upgrade, sharpening the attach story, and testing how that value should appear across the purchase journey.
  • Built the SQL and Power BI reporting the optimization ran on, lifting marketing ROI 15%.
Snap · Growth & GTM
AR Ads Monetization
Sponsored AR Ads and Enterprise Services
  • Agencies, developers, and direct advertisers were being sold three different stories about the same products. Getting Product, Sales, and Creative to agree on who we were selling to before anything shipped was the real problem, not the campaign.
  • Rebuilt the positioning and messaging framework across the AR ad line, then took AR Enterprise Manager and Lens Web Builder to market against it, while launching embedded payment flows and redesigning the advertiser onboarding flow with Product and IT.
  • Holding for one shared narrative cost speed in the moment, deprioritizing bespoke segment requests and collateral that reinforced the old product-by-product story, but it kept three teams from taking conflicting versions of the portfolio to market.
  • Advertiser ROAS rose 25%, conversion funnel performance 17%, campaign effectiveness 20%, SDK and tool adoption 17%, and net-new bookings 15%.
Accenture at Google · PMM Strategist
Payments & Platform GTM
Google Duo, Google Pay, and Android market entry
  • Google Duo was a good product losing to worse ones. Nothing about the app needed to change; what it said about itself did. Reworked positioning and messaging through research and live experimentation, and acquisition rose 8% in three months with no feature change behind it.
  • Launched Google Pay card integrations with HSBC and Citibank, where the counterparty was a regulated bank rather than an internal product team and the launch moved at the speed of the slowest compliance review; retention rose 9%, acquisition 4%, and satisfaction 5%.
  • Took Android privacy and safety to six countries, adapting positioning and packaging for each market rather than translating a single global plan; international reach grew 12% while time-to-market fell 15%.
  • None of it came with headcount or formal standing. Embedded work is won on the strength of the argument, not the org chart.
Accenture at eBay · PMM Strategist
Feedback & Reviews Relaunch
Two-sided marketplace trust
  • Review volume was the constraint on marketplace trust, and it was not a messaging problem. Buyers left the transaction flow before being prompted for feedback, then had to return later to leave a review, and nobody owned it because it sat between product and marketing.
  • Mapped where the journey actually broke, then argued for feature changes instead of campaign changes, a harder case to win as an embedded contractor with no headcount and no formal standing.
  • Reviews grew 3X in four weeks.
Experience

Fifteen years of platform GTM.

Sep 2023 - Present
Snap Inc.
Sr. Product Marketing Manager, Growth & Go-to-Market, AR Ads
  • Own GTM for Sponsored AR Ads and Enterprise Services, directing multimillion-dollar pipeline.
  • Lifted advertiser ROAS 25%, conversion funnel performance 17%, campaign effectiveness 20%, SDK and tool adoption 17%, and net-new bookings 15%.
  • Build the executive dashboards in Tableau and Power BI that the GTM decisions get made from.
  • Fold competitive intelligence directly into sales enablement, which is usually where positioning either survives contact with customers or does not.
Nov 2022 - Aug 2023
Google
Product Marketing Manager, Fitbit
  • Led cross-functional GTM planning across Product, Engineering, Business Operations, and Marketing for feature enhancements, subscription DTC positioning (Fitbit Premium), and launch readiness.
  • Launched growth-oriented SaaS campaigns that lifted acquisition 14% and engagement 33% across the Fitbit consumer platform.
  • Ran A/B testing, customer research, and market analysis to uncover product opportunities and messaging insights, improving marketing ROI 15% through SQL and Power BI-driven optimization.
Aug 2021 - Oct 2022
Meta
Product Marketing Manager
  • Owned GTM for the Business Partners program, growing partner engagement 44% and API revenue steadily YoY.
  • Set the B2B and B2C learning agendas, measurement plans, and performance OKRs the team ran against.
  • Led market opportunity sizing, partner revenue-capability assessments, and the competitive analysis behind pricing strategy.
May 2019 - Aug 2021
Accenture at Google & eBay
Product Marketing Strategist, Inbound & Go-to-Market
  • Led eBay's Feedback and Reviews relaunch; reviews grew 3X in four weeks.
  • Launched Google Pay card integrations with HSBC and Citibank, improving retention 9%, acquisition 4%, and satisfaction 5%.
  • Ran an Android privacy and safety assessment across six countries, expanding reach 12% and cutting time-to-market 15% through a tailored market-entry strategy.
  • Managed third-party vendors from briefing through deliverable sign-off, and organized program guidelines and pricing in Highspot.
Jan 2017 - Apr 2019
Cisco
Marketing Program Manager, USA, CA & EMEAR
  • Ran large-scale enterprise campaigns for subscription services across global segments.
  • Established the marketing insights framework and managed the data vendors behind it.
  • Gathered the insight that reshaped sales enablement materials and pricing strategy.
Early Career
Samsung Electronics · Orange Telecom · Ipsos
Product Marketing Manager · Product Marketing Analyst · Marketing Research
  • Product launches, channel marketing, and pricing strategy across EMEA and international markets.
  • Brand, loyalty, and shopper research spanning consumer electronics, telecom, and market research.
Expertise

Fluency, by domain.

Positioning & Messaging

Value Prop ArchitectureNarrativeDifferentiation

Go-to-Market

GTM StrategySegmentationPricing & PackagingLaunch Planning

Ads & Monetization

Ads MonetizationEmbedded PaymentsDeveloper GTMAPIs & SDKs

Lifecycle & Growth

Lifecycle MarketingRetention & ExpansionExperimentation

Competitive Intel & Enablement

Win/LossBattlecardsSales Enablement

Analytics & Frameworks

SQLTableauPower BILOVEDJTBD
Connect

Let's find the revenue problem.

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.

andrewnishak@gmail.com LinkedIn Resume (PDF)
Based in the San Francisco Bay Area
© Andrew Ishak