Overview

From first marketing hire to a full marketing function.

I joined Knit in 2020 as the first marketing hire and employee #4, when the company had about $90K in revenue and was still figuring out exactly what it wanted to become. Over the next six years, we went through two major product pivots, and I got to be unusually close to that process – not just marketing whatever came out the other side, but working with product, customers and leadership to test messages, sharpen the ICP, rethink positioning and figure out where the product had the strongest pull. Eventually, we found it: an AI-powered research platform built for sophisticated Insights and Marketing teams at companies like Walmart, Amazon, Paramount and Disney.

Once that clicked, my job became building the marketing machine around it. I led the rebrand, product positioning and launches, while also owning the less glamorous-but-important stuff that actually creates growth: paid media, outbound, ABM, events and sponsorships, research reports, content, sales enablement, CRM, automation, reporting and a $2M+ annual marketing budget. Some weeks that meant working through company-level positioning with the executive team; other weeks it meant rewriting a sales deck, reviewing ads, planning a conference activation or figuring out why a campaign wasn’t converting. That mix of strategy and getting into the work was pretty much the job.

By the time I left, Knit had grown into 8-figure ARR and was preparing for an inevitable Series B fundraise. There are a few moments I’m especially proud of: the final repositioning that helped unlock that growth, seeing the company on a Nasdaq billboard, turning the Series A into a real launch moment, building research programs that became a meaningful part of the brand, and growing a marketing team that could operate at a much higher level than the one-person function I started. More than any single campaign, though, Knit is probably the best example of how I like to work: get close enough to the business to help decide what should happen, then stay close enough to the work to make sure it actually happens well.