Your sales assets suck — not because your product is bad, but because everyone is telling a different story about it.
Sales rejects the deck because customers don’t talk that way.
Product insists on language no buyer has ever said out loud.
Marketing swears they followed the brief.
And somehow you’re the one explaining to the CEO why nothing is landing.
That’s usually when I get the call.
I’ve spent 18 years walking into that exact chaos — from military intelligence to HP to scrappy startups — and spotting what’s actually broken between product, marketing, and sales.
The real pattern?
It’s never the deck. It’s the disconnect.
The military taught me to see patterns under pressure.
HP taught me what needs to happen to hit launch targets in the most complex environments.
Startups taught me how to fix what isn’t working fast, without drama or a 97-slide workshop.
My approach is simple:
Three honest conversations tell me exactly where your story falls apart — and how to rebuild it so your team actually uses it.
I’m a product marketer who genuinely likes sales.
I translate between engineers, marketers, and sellers who don’t speak the same language — and turn that into assets reps don’t rewrite or ignore.
And I don’t stop at “here’s a new deck.”
I built a system that:
gets to the truth fast
fixes the story
and keeps working long after I’m gone
Because a new deck means nothing if the story behind it falls apart when things get messy.
By the end of our time together,
✅ Marketing earns sales’ trust
✅ Your reps stop rewriting everything
✅ The buying committee actually understands your value
✅ Leadership stops asking, “What does marketing even do?”
Your sales assets shouldn’t suck. They should sell.
If you’re done babysitting assets that die in the field, let’s fix what’s actually broken.
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Why work with me
Most marketing leaders I talk to — CMOs, CEOs, PMMs — admit this off the record:
“We don’t actually know what our buyers really care about.”
Not because they’re bad at their jobs — because they’re drowning in internal noise:
constant stakeholder requests
conflicting priorities
pressure from sales
pressure from leadership
and zero clarity on why deals actually move
And yet you’re still supposed to:
know your true buyers
know why you win
know why you lose
and somehow get everyone telling the same story
Here’s why working with me feels different:
I started in military intelligence → moved into engineering → PMO → product → and eventually became a PMM who genuinely likes sales.
I’ve been in every cross-functional room you’re in — at HP, in early-stage startups, and everywhere in between. I know how these stories fall apart.
And I’m not afraid to say the part that no one wants to say out loud…
If your team can’t explain how you’re different in a way your buyers actually understand, everything breaks down — fast.
So here’s how I work:
Three-ish conversations. Zero bullshit. We get to the truth, rebuild the story, and lock in a system your team can keep running without me.
If you’re done guessing what buyers care about — and hoping sales will use your assets — we should talk.
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Every 2 Saturdays I share 1 hack, 1 success, and 1 flop. And, every once in a while, I send out a deep dive on a specific marketing strategy concept.