Product managers feed in a launch and it scores each one on revenue, cross-sell, and reach, then sorts them into priority tiers and slots them into the marketing calendar. It turns launch planning from a queue of requests into a ranked plan the team agrees on. (Designed by me; the backend was built with a colleague.)

Nothing was documented, so the automation clicked through the live products and pulled out what each one actually does. That reference now underpins the decks, blogs, battlecards, and value propositions the whole team produces.

Gathers market and competitor signal each week and feeds it straight into the content pipeline, which cut blog turnaround from a day to a few hours.

Built one message the whole company could tell, then rebranded the front-of-house products under it. The hard part was making a suite of separately-built products read as one connected platform, not a bundle of tools.

The old pitch sold it as a CRM with a long feature list. The repositioning led with the moat instead: it runs on live POS, ordering, and loyalty data, so it acts on what a guest actually does, not just what they click. We moved the headlines from features to outcomes, more visits, higher spend, return guests, rather than templates and workflows. Same product, sharper category, a clearer reason to buy.

Each battlecard breaks a competitor like Square or Toast down the same way: where they're strong, where we beat them, what their customers actually complain about, and how to handle it in a live deal. The system pulls real signal from reviews, Reddit, and LinkedIn, researches each part separately, and stops for my approval before anything is published, so the output reads like a person wrote it.

For CallHub, here is a glimpse of the competitor analysis I created and how it influenced a platform page that clearly distinguishes CallHub from the competition.

A monthly, per-product roundup that turns engineering releases into plain customer-benefit language: what's new, what it means for your business, and what to watch. Behind it, an event-driven pipeline that spins up the tasks and first-draft content across blog, email, and the knowledge base when a release is marked done, so nothing is announced late or chased by hand.

Defined and executed the GTM strategy for the Workflows Automation product, leveraging a first-mover advantage to achieve a 25% increase in adoption rates.

The strategy encompassed:

• A Workflow Automation platform page
• Strategic nudges on the product site to guide high-intent customers toward the feature
• A webinar supported by a coordinated campaign — emails, targeted ads, and a product site modal
• Sales deck with specific positioning and messaging

The profanity filter was an AI filter that recognised profanity in incoming texts and filtered it into a separate inbox, accessible only to senior campaign staff — protecting young or sensitive campaign volunteers from unnecessary abuse. The filter could recognise context, not just keywords.

The GTM strategy involved:

• Mentioning AI features across relevant blogs to gain attention with already-trending articles
• A dedicated Profanity Filter platform page
• A product newsletter announcing the launch

Here are some samples of the Sales Decks I've created. We are not allowed to share entire decks publicly, so this is a glimpse of slides that are publicly viewable.

Liven

PS: We are currently undergoing a rebranding exercise, but I cannot share the new slides until we go live.

CallHub

Built as focused agents, including one for feature-education blogs that introduce a single capability to operators. Because each pulls from the same source of truth first, the facts are right in the first draft and the voice stays consistent, which is what lets content scale without adding writers.

Each issue anchors to a just-published blog and pulls features from different products, framed by benefit rather than feature, so a reader who owns one product still sees why the rest matters.

Here is a glimpse of the user and buyer journeys I created based on different ticket sizes and unique use cases. The goal was to highlight the pain points (barriers) in the persona's journey, and the boosters — our tools that solve them.

One clear CVP per product that turns a feature list into reasons to buy: the buyer's problem, what the product does about it, and why it beats staying as they are. These became the reference the decks, blogs, and battlecards all build from.