1. Positioning and messaging
The narrative across the portfolio: Nexus (the AI-powered command centre), XVigil (digital risk protection), BeVigil (external attack surface management), SVigil (supply chain risk) and AIVigil (AI attack surface).
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Positioning that connects our capabilities to initial attack vectors, attack-path disruption and exposure reduction, and holds up when a sceptical CISO pushes on it
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A messaging hierarchy that works for a CISO, a CIO and a SOC analyst without collapsing into jargon or inflating into abstraction
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The complement argument rather than the displacement argument: what an EDR and a SIEM structurally cannot see, and why that is a separate line of spend
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Resolve the platform versus product tension. When do we sell Nexus as one thing, and when do we sell a module, and how do we justify the platform without devaluing the products inside it
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Segment narratives by job to be done as well as by vertical and geography. Enterprise against Mid-Market; India, Middle East, US, Europe
2. Sales and pre-sales enablement
This is the half that makes the role different from a conventional PMM job, and the half most likely to decide whether it worked.
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Discovery guides, qualification criteria and question sets that get a rep to the real problem in the first call
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Battlecards, objection-to-response playbooks and competitive teardowns that reps use without being asked
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Demo narratives built around a buyer’s situation rather than a feature tour, developed with pre-sales rather than handed to them
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Business case and ROI material at the deal altitude we sell at, including large regulated accounts
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Pricing and packaging talk tracks, and packaging treated as a positioning decision rather than a finance output
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Onboarding and ongoing training for new sellers, with a defined ramp expectation
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Sit in on live deals. Enablement written from a distance is the thing reps quietly stop opening
3. Product launches, end to end
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Launch tiering (not everything is a tier-1), messaging and cross-functional orchestration across product, engineering, sales, content, demand generation and customer experience
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Sales readiness as a launch gate, not a launch afterthought
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Post-launch adoption tracking rather than launch-day noise. A launch is successful when customers use the thing
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A retro on every tier-1 launch, including what did not work
4. Retention and expansion
Retention and expansion are two sides of the same conversation, and both are marketing problems before they are renewal problems.
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The narrative that keeps CloudSEK a preferred spend through a constrained budget cycle
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Expansion plays from one module into the platform, built with customer experience
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Adoption and usage evidence turned into arguments a champion can take to their own leadership
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Understand why a security tool goes unused eighteen months after purchase, and design against it
5. Partner and channel enablement
We have signed Tech Mahindra, partnered with InCloud in Brazil, launched a partner portal and joined Deloitte’s Cyber Coalesce, all recently. Partners cannot sell what they cannot explain.
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Partner-facing positioning, enablement kits and co-selling material
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Joint value propositions with GSIs and MSSPs that survive contact with a partner’s own portfolio
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Regulatory-anchored narratives where the budget actually sits: NIS2, DORA, CERT-In, CIRCIA, SEC disclosure rules
6. Competitive and market intelligence
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Live positioning against the threat intelligence, DRP, EASM and exposure management field: Recorded Future, ZeroFox, Flashpoint, Cyble, Group-IB, Check Point/Cyberint, Searchlight Cyber, Silent Push, Doppel, and the ratings vendors (Bitsight, SecurityScorecard) where SVigil competes
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Particular attention to vendors converging on our own language. “Preemptive” and “predictive” are becoming contested words, and we need to own ours with proof rather than volume
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A win/loss loop with sales that is a habit rather than a quarterly project
7. Analyst relations and third-party proof
CloudSEK has no Magic Quadrant, Wave or MarketScape placement in DRP, EASM or threat intelligence, and we have said so publicly. A CISO usually needs third-party validation to defend a purchase internally, so this is a commercial problem rather than a vanity one.
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Analyst briefings, inquiries, submissions and analyst-facing narrative, in partnership with leadership
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The proof we can build without an analyst: customer evidence, peer benchmarks, practitioner credibility, published research
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Review sites and peer platforms treated as a deal asset rather than a marketing chore
8. Voice of the market back into product
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What lands and what does not, with customers, prospects and partners
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Gaps in packaging, pricing or positioning that show up in deals
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The gap between what the market thinks we do and what we actually do, and which side of that gap should move
Supporting: demand, brand and AI discoverability
Shared with the wider GTM team rather than owned here, but you will have a real voice in all three.
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Campaigns and growth loops built on assets we already under-use: BeVigil Community, a free OSINT API and mobile app scanner used by bug bounty hunters, and exposure.cloudsek.com, a free breach exposure checker
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Our TRIAD threat research, which gets picked up by CSO Online and the trade press, and is currently published as blog posts and little else
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How CloudSEK shows up when a buyer researches inside ChatGPT, Perplexity, Claude or Google AI Overviews, which increasingly happens before we know a buyer exists.
We expect you to propose and run experiments here, with a hypothesis, a number that would prove it and a point at which you would stop. Some will fail, and that is priced in. What we are not doing is asking you to carry brand and demand generation as a separate full-time mandate on top of everything above.