The challenges I see today

Most teams already know their product is valuable. Where they struggle is:

  • Turning that belief into a crisp, believable narrative for senior decision-makers
  • Translating anecdotes and case studies into CFO-ready numbers
  • Aligning Product, Sales, CS and Marketing around one shared value story

My work sits right in that gap.

What I actually do

I help B2B SaaS and tech companies:

  • Tighten their narrative around the real business outcomes they deliver
  • Build value frameworks and ROI models that hold up under executive scrutiny
  • Create sales stories, decks, and AI tools that move deals forward instead of stalling in executive review
  • Capture proof of value so that QBRs, renewals, and expansions are grounded in hard numbers, not vague sentiment

In other words: I help you connect your product marketing with your revenue story, so everyone from SDRs to C-level champions is talking about value the same way.

How I think about value

A lot of “value work” stops at spreadsheets and slideware: a few nice case studies, some ROI copy in a deck, maybe a calculator that one or two sellers use.

My view is different:

  • Value isn’t a slide, it’s a system. Your win rates, discounting, sales cycle, and renewal motion all reflect how clearly you’re articulating value – and how believable that story is.
  • Executives don’t buy features. They buy risk reduction and upside. I focus on quantifying the cost of inaction, the upside of change, and the levers your product actually moves in their P&L.
  • The best models are simple enough that reps actually use them. I’d rather give your team a one-page framework and a calibrated, easy-to-explain model than a 20-tab monster spreadsheet that never leaves RevOps’ Google Drive.

The result is a value program that pulls through your entire GTM motion – from website and outbound, to late-stage deal review, to QBRs and expansion.

How I got here

Before SaaS, I was a newspaper journalist.

I learned how to ask uncomfortable questions, make sense of complicated stories, and explain them clearly under pressure. That training shows up in my work today: I interview your teams and customers like a reporter, then synthesize what I hear into a narrative and proof that an executive can understand in a few minutes.

Over time, I moved into product marketing, and eventually into leading GTM and value initiatives for industrial SaaS and field operations platforms. Along the way I picked up a fairly unhealthy fascination with spreadsheets, AI, and ROI models – all in service of answering one question:

“How do we make it obvious why this product is worth the money?”