Overview

From first marketing hire to a full marketing function.

Over nearly six years, Knit changed significantly. The product evolved, the category matured, the buyer became more enterprise, and the marketing function had to evolve alongside the business.

My role was to build and lead that function without stepping away from the work. That meant setting strategy, managing the team and agency network, and remaining close to execution—from positioning and product launches to campaigns, landing pages, sales materials, content, and creative direction.

The challenge was larger than generating more leads. Knit needed a clear market story, a repeatable demand engine, a credible brand, and connected systems capable of supporting an increasingly sophisticated sales motion.

Positioning and go-to-market

Build a clearer story through every stage of change.

Knit moved through two major product pivots during my time there. Each shift required more than updated website copy. We had to reconsider the market, the buyer, the competitive landscape, and the story the entire company would take forward.

I led market analysis, customer interviews, product beta testing, positioning, product launches, and the broader company rebrand. The goal was to make increasingly sophisticated research and AI capabilities understandable and relevant to enterprise Insights and Marketing teams.

That narrative then had to remain consistent across the website, sales conversations, campaigns, product launches, content, and executive communication.

Demand generation

Build demand around the buying journey—not isolated channels.

I built and managed demand programs across paid search, paid social, outbound, events, email, SMS, landing pages, nurture, and marketing automation.

Rather than treating each channel as a separate activity, the work was organized around the enterprise buying journey: identifying the right audience, creating a useful reason to engage, helping sales continue the conversation, and improving the systems behind conversion.

These programs helped Knit reach sophisticated teams within organizations including Walmart, Amazon, Paramount, Disney, and other large enterprise brands.

Brand and content

Turn expertise into a brand buyers could trust.

Knit sold into a market where buyers expect rigor. The brand could not simply look modern or publish a high volume of content. It had to demonstrate that the company understood research, enterprise decision-making, and the problems its customers were responsible for solving.

I led the strategy and production behind Knit’s content, creative, website, campaigns, events, and broader brand system. The work translated complex ideas into clear narratives while maintaining a high visual and editorial bar.

The result was a more connected system: content supported demand, research supported credibility, creative made the work recognizable, and the brand gave sales a stronger foundation for enterprise conversations.

Sales enablement and marketing operations

Build the operating system behind the visible work.

A growing marketing function also needs infrastructure. I installed and improved CRM and marketing automation processes, strengthened reporting, developed sales enablement materials, supported SDR programs, and created better handoffs between marketing and sales.

I also managed the internal marketing team and agency network across growth, product marketing, content, design, web, and outbound.

This was where strategic leadership and hands-on execution consistently met: determining what mattered, creating the plan, bringing together the right people, and helping the final work cross the finish line at a high bar.

Leadership approach

Senior ownership without stepping away from the work.

As Knit grew, my role expanded from being the person doing nearly everything to leading a broader team and network of specialists.

But I remained close to the work throughout. I could move from leadership planning and budget decisions into messaging, campaign strategy, copy, creative direction, landing pages, sales materials, or launch execution when the situation required it.

That combination became central to how I operated: provide the judgment expected from a senior marketing leader while maintaining enough executional depth to turn the strategy into something real.

Outcome

A marketing function built to grow and adapt.

Knit’s growth was the result of a strong team across the company, not marketing alone. My contribution was building a marketing function capable of supporting that growth.

By the time I left, marketing had evolved from a one-person function into a connected system spanning positioning, product marketing, demand generation, content, creative, web, outbound, sales enablement, operations, and agency management.

More importantly, the function could adapt. As Knit changed, the market narrative, programs, systems, team structure, and operating model changed with it.