Positioning and messaging. Own who we’re for, what we do better than competitors, and how that shows up in our messaging. You run this work with the leadership team and carry the result onto the website’s product pages and everywhere else the product is described.
Product launches. Lead every feature launch from the marketing side, from the start of development rather than the week before release. Understand the use cases with the product manager, define the message, build the launch plan and run the campaign to prospects and existing accounts together with Sales. Then measure it: opportunities created, accounts activated.
Product feedback loop. Join sales and CS calls during betas and launches. Aggregate what prospects and customers say about a new feature (Fathom, AI tooling, your own system), define the questions the sales team should be asking, and feed the findings back to Product and Marketing: what’s not landing, what needs to change in messaging or on landing pages, which use cases we’re missing.
Case studies and proof. Own the customer story pipeline: first use cases after each launch, case studies, testimonials. If a key use case has no proof yet, go get it.
Internal source of truth. For every product and feature, keep a current, plain-language description of what it does, who it’s for, why it beats the alternatives, proof points and customer quotes (we use Guru). Marketing, Sales, CS and Growth all work from it. This is not technical documentation.
Sales and CS materials. Own the master sales deck as a modular set of approved slides and review it with the Head of Sales roughly every quarter. Help Sales find the “wow moment” for demos of new features. Translate features into business outcomes. Sales training and one-off pitch preparation stay with the Head of Sales.
Cross-sell and upsell. Run announcement campaigns to existing and free accounts around new features and products, and coordinate with Growth on in-product channels.