I’m a marketer with twenty years’ experience in b2b industries like biotech, fintech, data and analytics services, and more.
I’m also a generalist. I know, the audacity, right?
I didn’t plan it this way.
But I’ve repeatedly found myself in roles at growing companies that required it.
Product marketing.
Competitive intelligence. Pricing strategy. Differentiators, preferably ones people actually care about.
Content & Positioning.
Copywriting. Blogs. Case studies. Social media. Executive ghostwriting.
Go to market.
Media modeling. Targeting. 500 acronyms: CTR, CPL, ROAS, MQLs, SQLs. Pipeline. Attribution.
Assette
2024 – 2026
Cleartelligence
2021–2024
Before Cleartelligence, I had two paths in front of me: work under a well-regarded Senior Director of Marketing at an established digital transformation firm, or become the first marketing hire at a smaller data and analytics consultancy with no marketing function at all. I decided to bet on myself. As Director of Marketing at Cleartelligence, I was the whole department and as such owned the website, CRM, partner channels, organic social, paid ads, events. The co-marketing partnerships I ran with Snowflake, Tableau, and Databricks drove more than $20M in influenced pipeline. LinkedIn engagement and organic traffic both took off alongside it.
Cambridge Healthtech Institute
2009–2021
My second time as the whole marketing function. This time as Director of Product Marketing at Assette, a fintech SaaS for asset managers. The core challenge: the product's day-to-day users didn't care how it worked, but worked in an industry where customization needs and regulatory pressure meant it had to work exactly right. We shifted from technical specs to benefits and outcomes in the messaging and restructured go-to-market around accounts instead of features. SQLs increased 40%, and qualified inbound grew 80% within nine months.
This is where the generalist thing started. I interned here in college and stayed for 12 years, working my way from sponsorships and exhibits into attendee marketing, eventually leading marketing for flagship events like the Immuno-Oncology Summit. "Marketing Manager" here was a loose title: sometimes I had help, sometimes I didn't, but the whole campaign was always mine to run, writing mail plans and creating promo deadlines, managing brochure and website production, buying print and journal ads, negotiating media trades, and running email campaigns. Along the way I also led marketing for Barnett Educational Services, an acquired business running seminars, webinars, and publications for the clinical trials industry. By the time I left, I'd built campaigns across nearly every channel that existed at the time, and gotten good at turning dense scientific material into something an audience would actually register for.
What a Generalist Isn’t
Understanding your ICP lends itself to writing compelling copy and effectively targeting them. It doesn’t make it a great idea to design the ad - or worse - chuck it in ChatGPT or Claude and have AI do it. I can’t tell you how many marketers I’ve met who sincerely believe they’re also talented graphic designers or web developers.
I’m not that marketer. This is a SquareSpace template.
About Me
It's not lost on me that "generalist" could be a risky way to position myself. A Fortune 500 company wants exacting specificity: someone who runs a single channel end to end, or a VP who sets strategy from above and hands off the rest. That's fine. It makes sense.
It's also not for me.
To me, marketing isn't spend plus messaging. It's a constant weighing of variables, especially at a startup, where the math is tighter and the mistakes are more expensive. If I've got $10K to spend this quarter, I need to know the expectations behind it, the trade-offs, the time to value. Everything downstream of that decision is a marketing question, whether or not it looks like one.
That's why, when the CEO and I talk strategy, I've got questions about everything. Why this approach for the product? Is sales set up to support it, or do we need to train them? If we launched tomorrow, does CS have the SKUs ready? What's the margin if it goes well? How many conversions or demos do we need to make back our investment? How long is the sales cycle?
I'd rather confront all this up front than find out the hard way three weeks into a campaign.
Once we've got answers, I'm the one setting up the campaign in the CRM, reading the sales call notes, watching where the messaging lands and where it doesn't. Every week spent not knowing what's working is a week of budget spent on a guess. I'd rather find out fast and pivot than wait for a quarterly review to tell me what I could've caught in the CRM myself.
Get in Touch
If you’d like to connect about product marketing, positioning, or GTM leadership roles, feel free to reach out.