Most technical companies think they have a visibility problem. Usually, they have a translation problem.
I am a senior B2B marketing director working in markets where the product is genuinely hard to understand. Video infrastructure, deep tech, the kind of technology that has to earn its way into a buyer's head before it can earn a place on the roadmap.
-A point of view
I have spent the last decade building those programs in technically complex B2B markets. The output looks like marketing. The actual work is closer to architecture.
The translation problem
Most technical companies approach marketing as a visibility problem. They want more awareness, more leads, more content, so they hire people who can produce those things. For a while, it works.
That gap closes through programs built specifically to bridge it. Content that explains what the product actually does. Packaging that turns a raw capability into something a buyer can adopt, whether that is hardware, software, or an on-demand service. Events that put the right people in the same room. Partner ecosystems that carry the narrative into markets you cannot reach alone. Sales processes that make sure the pipeline converts.
01
In deeply technical markets, visibility is rarely the real constraint. Understanding is. The product is real. The differentiation is real. The buyers exist. The gap is that the people who built the product speak a different language than the people who buy it.
How I work
/01. Translate the product, not just promote it
In a market built on VPUs, codecs, and encoding pipelines, buyers cannot act on what they do not understand. The content and thought-leadership programs were designed to make highly specialized technology legible to enterprise buyers, and to keep that clarity consistent from the website through events to the sales conversation. Over time those programs became the primary source of qualified demand.
02
Programs produced
~80% of revenue pipeline
/02 Package the technology so the market can buy it
Selling a Video Processing Unit as a box is one market. Offering the same capability on demand, delivered through edge and delivery partners, is a much larger one. I helped shape the go-to-market narrative for VPU-as-a-Service with partners like NetActuate and Akamai, and positioned the Bitstreams software as a recurring service layer rather than a feature of the silicon. The work means thinking in products, packaging, and subscription models, the way a buyer weighs what they can actually adopt.
Infrastructure reframed as
on-demand service
/03 Put the right people in the same room
Trade shows reward presence. Pipeline rewards proximity. The high-touch formats I design, a VIP executive dinner series at NAB and IBC, partner roundtables, and tightly focused gatherings like a recent invite-only event with Scalstrm in Stockholm, put a small and precisely chosen group in one room. The Stockholm event ran as a pilot with a repeatable model, built to extend to other cities and partners. Each one is sequenced with follow-up across the full sales cycle rather than left to chance after the show.
A repeatable model
, built to scale city by city
/04 Build the ecosystem as a channel
No single company reaches every market alone. Co-marketing programs across more than ten ecosystem partners carried one consistent narrative into regions and audiences that would otherwise have been out of reach, with shared measurement so every partner could see what the work produced.
20+ partners
coordinated across global events
/05 Measure to the pipeline, not the booth
Scans and impressions are easy to collect and easy to ignore. Working with sales and revenue operations, the programs were tied to pipeline stage instead of surface engagement. That gave marketing a credible seat in revenue conversations and cut the time it took qualified leads to become real opportunities.
50% faster
MQL to SQL conversion
What the programs produced
03
of company revenue pipeline came from marketing-driven programs.
~80%
ecosystem partners coordinated across global industry events.
organic traffic growth from a content program built from the ground up.
50%
20+
800%
reduction in MQL to SQL conversion time through tighter sales alignment.
Figures describe outcomes the programs contributed to, built with sales, product, and partner teams.
Where I build
Multi-channel campaigns across digital, content, webinar, and partner outreach, tied to MQL, SQL, and pipeline goals rather than activity counts. Built from zero, aligned to target accounts and buyer personas.
04
Full-funnel and account-based
Demand generation
Turning VPU architecture, AV1 and HEVC encoding, and cloud delivery into narratives enterprise buyers can act on. Fifty-plus podcast interviews, Tech Stage sessions, and partner panels, extended into evergreen assets.
Thought leadership that explains
Technical content
Positioning hardware and software as on-demand, recurring-revenue offerings. VPU-as-a-Service shaped with edge and delivery partners, and Bitstreams framed as a software layer, packaged the way enterprise buyers actually adopt.
Infrastructure as a service
Product & GTM
End-to-end programs at NAB, IBC, Broadcast Asia, InterBEE, and CABSAT. Booth vision, VIP dinners, roundtables, and the attribution that connects an event investment to a pipeline stage.
High-touch, revenue-first
Executive events
Joint programs with ecosystem partners across streaming, broadcast, and cloud. Unified messaging, shared ROI tracking, and brand alignment across multi-partner activations.
Co-marketing as distribution
Partner ecosystems
Request the portfolio →
Detailed program breakdowns, briefs, and samples are available on request, kept off the public page on purpose.
About
05
An internal marketing leader who builds programs from inside the company, close to product, sales, and engineering.
My background is a mix of fine arts and a decade in B2B marketing across video infrastructure and deep tech. The fine-arts training is where the eye for translation comes from, taking something dense and specialized and giving it a form people can actually understand. The marketing discipline is what ties that clarity to revenue.
That combination is the reason I tend to see the translation problem before it shows up in the numbers.
I am not an agency or a consultant. I run the programs that produce pipeline, and I stay close enough to the technology to keep the story honest as it scales.