Product Marketing

We publish a large volume of content against the tax regulations of more than 100 countries, and the brand runs on that content being right. Checking what has changed, and what competitors have moved on, took more time than the team had.

The ICP was "crypto investors", broad enough to be no definition at all, and unclear positioning meant unclear messaging.

The business depended on a single stream, with no diversification, no compounding mechanism, and no trajectory the team or investors could point to.

A rapidly expanding product with no positioning framework, no GTM muscle, and a site architecture that made it impossible for clients to understand what they were buying.

There was no content strategy, no conversion architecture on the blog, no social presence worth mentioning, and two podcasts sitting in production limbo.

The marketing team had zero access to email. Every send went through the platform, making campaigns, flow optimization, and testing completely impossible.

As the product offering expanded rapidly the sales and account management teams lacked the materials and knowledge to sell it effectively.