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 connect your product marketing with your revenue story, so everyone from SDRs to C-level champions is talking about value the same way.
My track record
I’ve done this work inside companies before I ever offered it as a service.
- I've helped found a product marketing function that helped power 5x ARR growth, leading GTM and pricing strategy across multiple products and segments
- I've owned value selling initiatives that have influenced over $7M+ in closed won ARR and contributed to a 14% increase in average deal size year-over-year
- I've led business units that have audited and helped to transform enterprise sales motions across multiple functions
Across these roles, I’ve been recognised with internal awards and Presidents Club nominations for revenue contribution – not for being the loudest voice, but for being the person who could turn complex products into stories that closed revenue.
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?”
What it's like to work with me
If we work together, you can expect:
Straight talk. I’ll tell you where your current story and proof are strong, where they’re vague, and where buyers are likely checking out.
A bias toward shipping. We’ll get to a usable narrative, model, or playbook fast – then iterate on it in the field.
Collaboration, not grandstanding. I work closely with your PMM, Sales, RevOps, and CS teams rather than trying to “own” everything. The goal is to leave you with a repeatable value system, not a one-off artifact.
If you’re trying to move upmarket, close larger deals, or simply prove the value you know you’re delivering, that’s where I can help.
