GTM Coaching for Marketing Leads

You run demand gen, or brand, or the whole marketing function. The product ships in six weeks and "GTM plan" landed on your desk because it landed on somebody's. You've written the deck. You're not sure the deck is the thing.

There's a doc. There's a launch date. Sales is still describing the product three different ways on three different calls, and you can't tell whether that's a messaging problem or an enablement problem. The giveaway is usually the demo. Watch two different people give it and count how many things they each decide to lead with.

Nobody above you knows more about launches than you do. Your CEO will read the plan and ask about the timeline. Your head of sales will read it and ask when the deck is ready. Neither of them is going to tell you that the value proposition is three adjectives in a trench coat, or that the segment you've built the whole plan around is the one that'll churn in two quarters.

That's fine most of the time. It stops being fine about a month out, when the decisions get expensive and you realize the only person who's checked your work is you.

What you're missing isn't approval - you have plenty of that. It's someone who's shipped enough launches to know which sentence is going to fall apart under a customer question, and who has no political reason to be nice about it.

Nearly 13 years at Google, most recently Global Director of Ads Product Marketing.

I built the commercialization systems behind global ads product launches - the documents a worldwide sales team used to explain a complicated product and close deals with it.

I've written these, reviewed hundreds more, and seen what happens when a launch ships without one.

Now running a consulting practice focused on CPG and retail.