Manifesto
How I think about marketing and teams
My work page tells my career story so far. This manifesto shares what I believe and how I approach building, scaling and running marketing and GTM teams. As technology, markets and AI evolve, so will this.
Know which game you're playing
First, decide whether you're competing in an established category or creating a new one, because the strategy, timeline and budget are completely different. Category creation is a long game, so in the short term I build demand through the adjacent categories buyers already search for and budget for. I've done this with Event Lead Capture at Akkroo and Communications Mining at Re:infer, both central to their acquisitions, and helped take UiPath's IDP into its debut Gartner Magic Quadrant.
AI is a force multiplier, but it doesn't replace critical thinking
I've worked in and with AI since 2020, and today I use it daily to automate workflows, build tools and pressure-test my thinking, which is how a lean team does the work of a much larger one. But AI amplifies whatever you put into it: without original ideas and sharp judgement, you just get generic output faster, and that matters most when you're taking an AI product to market.
An MQL is a milestone, not the finish line
Qualified leads still have value, but a marketing team measured only on MQLs will optimise for volume, not revenue. Marketing should share ownership of pipeline and closed revenue with sales, because that's the only way both teams pull toward the same number.
Automate the work, not the accountability
People make mistakes and so does AI, but only people can carry the accountability for decisions with real consequences. When you deploy AI, someone has to own the outcome if it goes wrong, and that ownership is what drives rigour: you can't skip the evals, simulations and testing that make it trustworthy.
Measure what matters, and make room for what you can't
I measure rigorously, in detail and against realistic timelines, because GTM decisions should be driven by data, not opinion. But not everything that drives revenue can be traced to a closed deal, so I deliberately make room for longer-term bets like category creation, SEO and the details that make an event memorable.
Say something worth paying attention to
AI has made content quicker and cheaper to produce than ever, and the result is a flood of material nobody needs to read, watch or hear. Content built on original thinking, real expertise and customer proof is now harder to find and worth more than ever: it's what earns visibility in search and AI engines, builds thought leadership and categories, and creates a brand people trust.
Hire for the stage, not the logo
A big-name logo tells you where someone worked, not the stage the company was at or what they actually did there. A leader used to large budgets and deep teams can struggle in an early-stage role where the job is getting things done with limited resources, so I hire for the stage and the work, not the brand on the CV.