Go-to-Market & Product Marketing

Most CMOs can't reposition a company because they've never done the foundational work: redefining ICPs, rebuilding competitive positioning, or restructuring product offerings. I can—because I started in product marketing.

I've spent over a decade in product marketing - from Philips leading product launches and campaigns across Nordic markets, to Siteimprove where I led our repositioning from accessibility tool to enterprise platform. Product marketing taught me to think like a Chief Market Officer, not just a Chief Marketing Officer: define the market before optimizing the marketing.

At Siteimprove, this foundation enabled strategic transformations most CMOs can't execute: moving from mid-market to enterprise, shifting from transactional to consultative sales, and building a pricing model that captured premium value.

Market Strategy

From Point Solutions to Platform

The Problem: Siteimprove had seven products but no platform story. We were selling disconnected solutions - accessibility, SEO, analytics, content quality - with no clear reason why customers should buy them together. The market saw us as an accessibility tool. Enterprise buyers had no strategic narrative to justify platform adoption.

The Approach: I rebuilt our market strategy around customer maturity rather than product features. Developed a framework that mapped how organizations progress in digital capability. Redefined our ICP and personas using psychographic and behavioral criteria - how buyers think about their work and act in the market, not just firmographics. Built competitive intelligence program including battle cards, win/loss analysis, and competitive tracking to inform positioning decisions. This framework became the organizing principle for product roadmap, sales qualification, pricing strategy, and go-to-market execution across all functions.

The Impact:

Company-wide strategic alignment on target customers and value delivery
Featured in multiple Forrester and Gartner analyst reports
Positioned for enterprise market entry with credible platform narrative
Improved win rates at each stage of the funnel through systematic competitive analysis.

Sales Transformation

Enablement & Problem-Led Selling

The Problem: Sales led with product features. Deals were transactional, commoditized, and stuck in mid-market price points.

The Approach: I translated sales methodology into practical conversation frameworks - what I called Business Problem Narratives. These were diagnostic tools that taught sales how to lead with insight, challenge customer assumptions, and position our platform as strategic necessity. I built specific narratives for each persona and business problem, supported by competitive battle cards and win/loss insights, then rolled them out across the global sales organization.

The Impact:

Shifted sales conversations from feature demonstrations to strategic business discussions
Created replicable frameworks that reps continued using at subsequent companies
Established foundation for value-based pricing and consultative selling
Enabled sales to qualify and close enterprise deals previously out of reach

Pricing & Packaging

Moving Upmarket Through Strategic Value

The Problem: Our pricing was based on metrics customers didn't care about and that bore no relationship to the value we delivered. Deal sizes stayed in double digits. We couldn't capture the strategic value we were creating for enterprise customers.

The Approach: I redesigned our pricing and packaging model around customer value, not internal metrics. Positioned our core business - accessibility and compliance - as the enterprise wedge. These challenges are often board-level priorities with dedicated budgets, giving us credible entry into strategic conversations that other martech tools couldn't access. Introduced tiered, value-based pricing that let customers self-select based on maturity and business impact while protecting core business pricing - critical for business continuity with our existing customer base. Established customer advisory board to validate pricing structure and packaging decisions with strategic customers.

The Impact:

Transformed deal economics from transactional mid-market to strategic enterprise partnerships
New pricing structure supported multiyear commitments based on business outcomes
Created clear expansion paths for current and new customers
Pricing model justified premium positioning in competitive enterprise deals