Archita Fritz

Assurance Services International

Member of The Supervisory Board

hubble

You can book a 1:1 with me here:
 https://www.hubble.social/architafritz

Advice on everything:
✔️ Build Commercial Engines
✔️ Product Marketing
✔️ Scale Founder-Led Growth
✔️ Position for Multiples
✔️ Workforce Planning & Leadership
✔️ Building a Boardroom Career
✔️ Career Transitions

Advisor

Ready Set Bold

Fractional Executive Partner
—————————————
I embed with mid market PE- and VC-backed portfolio companies for focused, 4- to 11-month sprints, turning strategy into measurable results.

Typical challenges I solve
	•	Mis-aligned Product Vision → Execution
I bridge the gap between roadmap, build, and commercialisation so every feature ships with a revenue story.
	•	Quality Whiplash
I create frameworks that balance urgent customer issues with long-range innovation—no more trade-offs between delight and disruption.
	•	Silo-Driven Slow-Downs
I replace hand-offs with hand-shakes, bringing Product, Sales, Support, and Finance into one transparent cadence.
	•	Ghost GTM Plans
I install a pragmatic, metrics-first GTM engine that prioritises, sequences, and launches for maximum speed-to-money.

⸻

Workplace Culture Strategist
——————————————
Using a data-backed diagnostic rooted in research and lived experience, I help organisations move from awareness to action on:
	•	Psychological safety & “speak-up” culture
	•	Cross-team communication loops
	•	Team health → performance → profit

⸻

By the numbers
	•	25+ product launches
	•	$2.1 B cumulative revenue impact
	•	128+ countries served
	•	20+ years leading global, cross-functional teams

⸻

Selected client roster
BlueMountain · CluePoints · ResMed · Sparking Capital · Adidas · NHS Lincolnshire · Verity HealXR · Spookfish Innovations · Bright Spaces · Vatis Tech · FlaminJoy

⸻

If you need a high-impact operator who can land both product and people wins—fast—let’s talk.

Strategic Growth Catalyst : People and Product (Fractional CMO)

DfX (Deal Flow Xchange) is rethinking how private capital moves.
It’s not a fund or a network — it’s infrastructure.
A transparent, intent-driven platform where founders, investors, and lenders connect directly to get deals done. If you're raising, deploying, or lending capital — this is where you should be.
→ Learn more or request access: www.dealflowxchange.com

Sign up for our newsletter → https://lnkd.in/ebsicefQ
Are you a service provider? Plug into our network → https://lnkd.in/dJQsCCGm

Advisory Board Member

Veblen Director Programme

Chairperson of the 11 member Board of VDP. 

Through the Veblen community we work with Small and Medium Sized Enterprises (SME’s) to help place Board members that can move forward innovation, impact and growth. Additionally support aspiring Board members in building and landing Board Roles.

Chairperson of the Board

Rose Equity Partners

Non Executive Director

BetterLogiq

Board Member

Brydge Club

Brdyge Club is a private angel investing network for women who want to write checks, build wealth, and shape the future of innovation.

We’re reimagining what access looks like — not just for founders, but for female investors ready to move from the sidelines to the cap table.

If you’re an accredited woman looking to invest in early-stage companies with purpose and upside, apply to join the club. → https://brydgeclub.com/

Founding Member

Institute of Directors (IoD)

Member

Open-Intro

I am available for 1:1 direct meetings on Open-Intro. Book me at: https://open-intro.com/expert/archita-fritz

Expert on Open-Intro

Fractional Product Marketing Leader | I help operationalize product roadmaps for commercial success | Strategic Board Advisor | Workplace Culture

I’m a Fractional CMO for PE-backed, mid-market companies and founder-led teams in the middle of growth, pressure, and transition.

→ I identify the gaps: people, product, and process
→ I build the commercialization system they forgot to build
→ I help teams launch, enable sales, and scale—fast
→ I create clarity, culture, and structure so the full-time hire can succeed
→ I step out once the system works without me

This is not “marketing.”
This is what makes a business commercial—and scalable.

Where I’ve Done It
→ Took a company from $1.5M to $350M in revenue
→ Launched 25+ products across 80+ markets
→ Opened a $2.1B market opportunity through positioning and system-building
→ Built product marketing functions from scratch for 7 companies and 15 founders
→ Advised founders through post-acquisition transitions and culture realignment
→ Partnered with CROs and CPOs to align product, marketing, and sales enablement

Who I Work With
→ PE-backed CEOs who don’t have time to figure it out alone
→ Founders stuck between what worked and what will scale
→ Boards that need more than “just another hire”—they need traction
→ Teams that need clarity, coordination, and accountability yesterday

Why It Works
Because founder magic burns out without structure.
Because the board doesn’t want more activity—they want results.
Because clarity beats chaos, every time.

I build what should have been built six months ago.
And then I help you hire the person to run it long-term.

If you would like to chat or need advice, you can book a 1:1 with me here: https://www.hubble.social/architafritz

What Others Say
“Archita’s strategic vision opened a $2.1B market for us. Her leadership was crucial to our expansion.”
— Shiva Ralapalli, CEO, Verity HealXR

“She helped us connect the dots and activate our teams. She built our Product Marketing function and aligned commercial with product.”
— Patrick Hughes, CRO, CluePoints

“Archita activated me and the audience to lead better for my team and myself.”
— Katie Reget, VP of Sales, ResMed

“She had high expectations of the team, and I of her—and she exceeded all expectations.”
— Vlad Panait, VC Partner, Sparking Capital

Chief Marketing Officer

We rise by lifting others! Driven by a commitment to build psychologically safe workplaces where people can unapologetically be themselves Archita is resolutely focused to work with partners who want to look beyond metrics to help shape cultures of belonging and cancel out the silent acceptance of bullying and harassment in the workplace.

Archita is the strategy and marketing lead on campaigns, partnerships, products and promotion. If you want to partner with Speak Out on organisational campaigns or partnerships please connect with her.

Grateful to be named one of Product Marketing Alliance’s Top 100 Product Marketers globally, for the second year in a row.

For almost 20 years I did product marketing without knowing it had a name.

In med device we just called it:
“Get the product launched and don’t screw it up.” Or Upstream marketing! 

Only later did I realise there was a whole discipline behind what I was doing in the middle:

- between product and sales
- between the investment thesis and the actual customer
- between the board deck and the front line

Over those ~20 years, I’ve helped bring 45+ products to market across:
	•	medical devices
	•	life sciences
	•	B2B tech & SaaS
	•	manufacturing

While they have been across different industries, I have noticed the same patterns. 

👉🏽 𝑽𝒂𝒍𝒖𝒆 𝒊𝒔 𝒄𝒓𝒆𝒂𝒕𝒆𝒅 (𝒐𝒓 𝒅𝒆𝒔𝒕𝒓𝒐𝒚𝒆𝒅) 𝒊𝒏 𝒕𝒉𝒆 𝒕𝒓𝒂𝒏𝒔𝒍𝒂𝒕𝒊𝒐𝒏 𝒍𝒂𝒚𝒆𝒓.

When nobody truly owns that layer, you get:
- beautiful products that never hit their number
- sales teams improvising a story that doesn’t match reality 
- leaders wondering why the plan works in Excel, but not in the market

In PE-backed and high-growth companies, product marketing is not “nice-to-have marketing”.

𝐈𝐭’𝐬 𝐚 𝐯𝐚𝐥𝐮𝐞 𝐜𝐫𝐞𝐚𝐭𝐢𝐨𝐧 𝐟𝐮𝐧𝐜𝐭𝐢𝐨𝐧. 

- pressure-testing the thesis against real customers
- choosing which problems to solve first
- arming GTM teams so revenue doesn’t depend on heroics

That’s the work I care about.

The recognition is just a visible signal of an invisible job a lot of us have been doing for years.

To the team at Product Marketing Alliance – thank you for shining a light on this craft and for putting me on the list again this year. 🙏🏽

Read up about all the other 99 here: https://lnkd.in/d7qWTUBX

And to the CEOs / value creation leaders reading this…

𝘐𝘧 𝘺𝘰𝘶 𝘵𝘳𝘦𝘢𝘵 𝘱𝘳𝘰𝘥𝘶𝘤𝘵 𝘮𝘢𝘳𝘬𝘦𝘵𝘪𝘯𝘨 𝘢𝘴 𝘴𝘭𝘪𝘥𝘦 𝘥𝘦𝘴𝘪𝘨𝘯, 𝘺𝘰𝘶’𝘭𝘭 𝘨𝘦𝘵 𝘴𝘭𝘪𝘥𝘦𝘴.
𝘐𝘧 𝘺𝘰𝘶 𝘵𝘳𝘦𝘢𝘵 𝘪𝘵 𝘢𝘴 𝘷𝘢𝘭𝘶𝘦 𝘤𝘳𝘦𝘢𝘵𝘪𝘰𝘯, 𝘺𝘰𝘶’𝘭𝘭 𝘨𝘦𝘵… 𝘷𝘢𝘭𝘶𝘦.

PS: Congratulations to the other Product Marketing leaders recognized for this. Honoured to be amongst this cohort. Full list in the comments below.

——

Hi 👋🏾 I’m Archita. I spent 17 years in MedTech and now partner with investor- and private equity–backed CEOs, boards, and commercial leaders to build growth plans their teams can actually execute.

Archita Fritz 

Partner to Private Equity CEOs | GTM & Value Creation | Board Member | 2 x Top 100 Product Marketing Leader

Archita Fritz, Top 100 Global Product marketeer as recognized by Product Marketing Alliance. Archita Fritz Value Creation Partner to Private Equity CxO‘s and PE firms 

Last weekend I went back to Kellogg-WHU Executive MBA to teach the leadership module I sat in 8 years ago.

While it was a new cohort with senior EMBA leaders from multiple countries, industries, and P&Ls.

One thing hasn’t changed as much in these 8 years.

When I asked where they feel the most pressure right now, the top answer wasn’t “strategy” or “performance.”

It was this:

“𝘚𝘵𝘢𝘺𝘪𝘯𝘨 𝘴𝘦𝘭𝘧-𝘢𝘸𝘢𝘳𝘦 𝘸𝘩𝘦𝘯 𝘐’𝘮 𝘶𝘯𝘥𝘦𝘳 𝘱𝘳𝘦𝘴𝘴𝘶𝘳𝘦.”

I see the same pattern in my private equity client work too. 

We still don’t really train our current or next generation of leaders to stay self-aware under pressure.

And yet it’s self-aware leaders who quietly build:
	•	better teams
	•	healthier organisations
	•	stronger communities

In the room, we had a lot of healthy debate as the leaders could describe the system ‘issues’ in perfect detail…

promotion rules, politics, cultural norms, short-term targets.

But when the pressure hits, the behaviours they tend to default to, looked familiar:

↳ hovering and micromanaging
↳ snapping
↳ telling instead of listening
↳ those “devil emails at midnight” Mita Mallick  writes about

Often followed by this sentence I hear in almost every geography: 

“In a high-performance culture, you have to be more direct.”
“In my country, this style of leadership doesn’t work.”

𝑪𝒖𝒍𝒕𝒖𝒓𝒆 𝒂𝒏𝒅 𝒄𝒐𝒏𝒕𝒆𝒙𝒕 𝒂𝒃𝒔𝒐𝒍𝒖𝒕𝒆𝒍𝒚 𝒔𝒉𝒂𝒑𝒆 𝒉𝒐𝒘 𝒚𝒐𝒖 𝒍𝒆𝒂𝒅.
𝑻𝒉𝒆𝒚 𝒅𝒐 𝒏𝒐𝒕 𝒆𝒙𝒄𝒖𝒔𝒆 𝒘𝒉𝒐 𝒚𝒐𝒖 𝒃𝒆𝒄𝒐𝒎𝒆 𝒖𝒏𝒅𝒆𝒓 𝒑𝒓𝒆𝒔𝒔𝒖𝒓𝒆.

This is why I teach leadership as an operating system: within my Leadership OS™: 
Me → We → System → Future.

If Me is ignored:
	•	We don’t feel safe
	•	System changes don’t stick
	•	Future stays a story on slides

“Me” work for a senior leader isn’t a fancy offsite. It’s tiny, in-the-moment reps:

➟ Notice your first reflex under pressure: attack, withdraw, or hover.
➟ Name it: “I’m in micromanager / attack / rescue mode right now.”
➟ Choose one different move: ask a question, delay the midnight email, or take 90 seconds before you walk into the room.

To the EMBA leaders who spent Saturday with me….thank you!

You challenged the ideas. 
You challenged me. 

Many of you didn’t agree with everything we discussed, and you still stayed in the conversation.

That’s where real leadership work begins.

PS: Mita Mallick every student got a code to a copy of your book and thank you for taking time to record with us before!  To more aware leaders.

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In my house, there were only two correct answers to:
“What do you want to be when you grow up?”

Doctor
Engineer

But in the breaks at school, over steel tiffins from 5th grade onwards, I’d lean in and quietly tell my friends:

“I want to be a DJ.”

It was 90’s India. MTV VJs and radio DJs were everything, loud, free, fully themselves.

If my mum had known I was harbouring that dream, it would’ve been squashed instantly.

So I did what a lot of us do:

I kept the ‘wrong dream’ off fhe record. 
Got the grades, followed the path, got a scholarship, moved countries, started working on that engineering degree and collected responsibilities.

And then while at Michigan Tech in  Houghton, Michigan someone says, “There’s a student radio station here… 91.9 FM.”

Bam.

That hidden dream finally found a doorway.
A few months later, “Chai with Archita on WMTU 91.9FM” was on air, the only world music show in the entire Upper Peninsula.

It wasn’t a grand career move.
It was one small, very real way to let 10-year-old me exist in my actual life.

We quieten and defer a lot of these dreams.
We don’t just do this with childhood dreams.

We do it with adult ones too:
“I’ll start when work calms down.”
“When the kids are older.”
“Once this promotion is sorted.”

Here’s your Sunday nudge:

This isn’t just about childhood dreams.
It’s also the adult ones you quietly downgraded to “later” or “maybe when things calm down”.

👉🏽 What’s the thing you keep labelling “maybe one day”…and what’s the smallest real way you could let it live in 2026?

👇🏽In the comments, I’ve linked my latest newsletter, “Before 2026 Finds You on the Same Treadmill” , it’s a short read and a simple way to stop postponing the thing you already know you want (including a 90-minute option if you want support).

PS: I found this old student planner with a picture from my DJ days on a family trip back to Michigan last summer…wild what we forget we’ve already been brave enough to do.

Partner to Private Equity CEOs | GTM & Value Creation | Board Member | Top 100 PMA Product Marketing Leader

Archita Fritz advisor to Private Equity CEO’s also helping corporate individuals activate their childhood and adult tiny dreams they keep deffering to ‘some day’ 

The worst career advice that stuck in my head in my 20s was this line:

“Be brief. Be brilliant. Be gone.”

I heard it before my first big sales meeting in Scottsdale, Arizona.

I was a quality engineer in MedTech, one of the only non-sales people in a huge room full of suits. That line was meant as presentation advice, but my brain took it everywhere.

Every time I bumped into someone senior, my internal script was:

You’ve got 20 seconds.
Don’t waste their time.
Say something smart.
Exit.

I wasn’t silent.
I laughed at the right moments, made safe comments about the weather, asked where people had flown in from.

But inside I was thinking,

“I don’t know these people. I don’t know the politics. I don’t know what they actually care about. How the hell am I supposed to be ‘brilliant’ in small talk?”

It made every hallway chat feel like a tiny performance review.

Fast forward a lot of years.

Now I get short windows with private equity operating partners and CEOs in a completely new world to me. 

The time is still limited. 
Their calendars are still packed.

But I use that old line differently now.

➟ In formal updates: 
“Be brief” still holds. 
Know your point, land the point and stop talking.

➟ In human moments: 
I drop “be brilliant” completely.

𝑰 𝒅𝒐𝒏’𝒕 𝒕𝒓𝒆𝒂𝒕 𝒆𝒗𝒆𝒓𝒚 𝒊𝒏𝒕𝒆𝒓𝒂𝒄𝒕𝒊𝒐𝒏 𝒍𝒊𝒌𝒆 𝒂𝒏 𝒂𝒖𝒅𝒊𝒕𝒊𝒐𝒏.

I focus on two things only:
	1.	Know why I’m in the room.
	2.	Be a normal human about it.

That’s it.

“Be brief, be brilliant, be gone” is great for slides and steering committees.

As a personality setting, it quietly convinces you you’re not worth anyone’s time unless you perform for it first.

I know I’m not the only one who had to unlearn that.

PS: Yes, that’s me in the ‘suit’, in that same room just many years later. I still believe in “be brief” for updates. I just refuse to make people feel like every hello has to be “brilliant” to count.

——

Hi 👋🏾 I’m Archita. I spent 17 years in MedTech and now partner with investor- and private equity–backed CEOs, boards, and commercial leaders to build growth plans their teams can actually execute.

Archita Fritz, Private Equity Advisor to CEO’s and Operating Partners “You don’t owe brilliant on demand. You already earned your seat.” 

I hit every work and life goal I set as an 19-year-old… and then I “manifested” a toxic boss. :) 

When I was 19, I sat down with a pen and paper and wrote my 20s out like a checklist.

By 21, I wanted a dream job, a sponsored visa, to graduate debt-free and buy my dream car.
By 24, be engaged.
By 25, marry a kind, steady man I could build a life with.
By 27, live in a new country and do something meaningful there.
By 30, become a director and have my first child.
By 32, have my second kid. 

And in many ways, it worked.

Career, visa, marriage, kids, international move, director title, the list filled up with neat little ticks. I even added a third little human who never appeared on the original checklist and is one of the best plot twists of my life.

I’m very aware there’s a lot of privilege in that paragraph, education, opportunity, support, luck. A lot of people work just as hard and don’t get the same outcomes. That’s exactly why it took me a while to admit: something still felt off.

If I look back now, my late teens were performance as survival.
My 20s were listen. learn. lead. Watch closely, take notes, then step up.
My early 30s were operate. expand. prove. Bigger scope, M&A, more responsibility, more “you’ve made it” from the outside.

𝘈𝘯𝘥 𝘵𝘩𝘦𝘯 𝘤𝘢𝘮𝘦 𝘵𝘩𝘦 𝘣𝘰𝘴𝘴 𝘸𝘩𝘰 𝘥𝘦𝘧𝘪𝘯𝘪𝘵𝘦𝘭𝘺 𝘸𝘢𝘴𝘯’𝘵 𝘪𝘯 𝘢𝘯𝘺 𝘮𝘢𝘯𝘪𝘧𝘦𝘴𝘵𝘢𝘵𝘪𝘰𝘯 𝘫𝘰𝘶𝘳𝘯𝘢𝘭. 

Not a cartoon villain, but the kind of leader who can turn every win into a question mark. Praising you in one breath and poking holes in the next, until you start to doubt your own judgement. Even when the results are right in front of you.

I would never have called that time a gift back then. Now I can see it cracked the checklist wide open. 

👉🏽 It forced me to finally ask different questions:

What do I actually want my days to feel like?

If no one was clapping, would I still choose this work, this pace, this version of “success”?

Where am I performing a role instead of living my own story?

That’s when my late 30s quietly shifted into a new chapter: ask. unlearn. choose.

𝑨𝒔𝒌 better questions.
𝑼𝒏𝒍𝒆𝒂𝒓𝒏 the scripts that were never really mine. 
𝑪𝒉𝒐𝒐𝒔𝒆 a life I can actually recognize myself in. 

So if you pressed pause on everyone else’s expectations for a moment, family, culture, your 18-year-old self….

👉🏽 what would your version of success look like right now?

Archita Fritz keynoting at Impact Players in Belfast Ireland

Some of the worst value destruction I’ve seen didn’t come from a bad strategy. It came from a decent plan no one felt allowed to question.

This photo is from my first “proper” photoshoot in Los Angeles.

It looks calm and glossy.

What you don’t see is everything wrapped around it:
      •	12 weeks postpartum
	•	a big product launch in Barcelona
	•	a main-stage talk in Los Angeles 
	•	24 hours later next launch in Seattle
      •	48 hours later back to Dussledorf 
	•	flights, decks, rehearsal, inbox, repeat 

On the outside, it looked like momentum.
On the inside, the script was pretty simple:

Don’t slow down.
Don’t drop anything.
Don’t question the plan.

And that’s what so many companies feel like right now.

On paper, everything looks great.

Inside the business, people are sprinting from one “critical” thing to the next with almost no space to say:

“With what we know now, this plan needs to change.”

That’s what I talked about with Dane 🦘 Groeneveld on the The Future of Teamwork  podcast. 

In the episode, we get into:

1️⃣ Why “we’re on a PE clock” is not a leadership strategy
2️⃣ How noise around GTM, value creation and “transformation” confuses CEOs who actually want to do the right thing
3️⃣ What healthier high-performance can look like when you lead with clarity, ownership and space to challenge the plan

🎧 Episode with Dane Groeneveld, here or anywhere you get your podcasts.

https://lnkd.in/gwpeyWPp

P.S. This was a really fun photoshoot with my fellow high-performance queen and co-host of the Embracing "Only" Podcast  podcast circa 2020. 

——

Hi 👋🏾 I’m Archita. I spent 17 years in MedTech and now partner with investor- and private equity–backed CEOs, boards, and commercial leaders to build growth plans their teams can actually execute.

Archita Fritz at a photo shoot before getting on stage at Podcast Evolutions. Private Equity commercial and leadership advisor 

If the idea of slowing down today makes you feel a bit guilty, this is for you.

𝑴𝒐𝒔𝒕 𝒐𝒇 𝒖𝒔 𝒅𝒐𝒏’𝒕 𝒇𝒆𝒂𝒓 𝒉𝒂𝒓𝒅 𝒘𝒐𝒓𝒌.
𝑾𝒆 𝒇𝒆𝒂𝒓 𝒕𝒉𝒆 𝒑𝒂𝒖𝒔𝒆.

That little voice that says:
“If I slow down, I’ll lose momentum.”
“Everyone else is sprinting to year-end. I can’t ease up now.”

I know that voice well.

But life isn’t one straight line up.
There are stretches where you push, and stretches where you flatline a bit so you can climb again.

Today is Thanksgiving for my friends in the U.S.(and for those of us celebrating over here too).

We are having a small Friendsgiving tonight, and I have decided my pause is today and tomorrow.

Then the year-end sprint picks up again.

If you’re reading this while you’re:
↳ prepping food
↳ cleaning the house
↳ answering “what time should we come?” for the fifth time
↳ or just trying to get through a regular Thursday

You still get to claim a small pause:
➟ ten quiet minutes in the car before you go back in
➟ one meal where your phone stays in another room
➟ a short walk with no podcast, no call, just your own thoughts

I hope you claim one small, imperfect, very human pause in the middle of it all.

Not because you “earned it”, but because rest is part of how you do your best work and how you show up for the people you love.

If you needed permission, this is it.

PS: I got to pause with the lovely humans in this photo below about a month ago and we took the whole weekend. Truly grateful for these ladies, and the ones not in this picture too. 🧡

----
Hi, I’m Archita. I work with Private Equity (PE)-backed CEOs and value creation teams to fix what’s slowing growth, usually misalignment, messy messaging, or GTM systems that don’t scale.

I also serve on several boards, where I support founder-led and investor-backed companies navigating growth, governance, and strategic clarity.

👉🏽 Book a 1:1 via my featured section. (Serious enquiries only — otherwise, start with the Hubble link.)

A lot of brilliant people I work with...VP, Director, C-suite and other leaders, are quietly asking the same question right now:

“What if I don’t want 2026 to look like 2025… or 2024… or the three years before that?”

Not because you want to quit.
Not because everything is awful.

But 𝒃𝒆𝒄𝒂𝒖𝒔𝒆 𝒚𝒐𝒖'𝒗𝒆 𝒐𝒖𝒕𝒈𝒓𝒐𝒘𝒏 𝒂 𝒕𝒊𝒕𝒍𝒆, 𝒂 𝒍𝒂𝒏𝒆, 𝒂 𝒔𝒄𝒓𝒊𝒑𝒕.

Before I ever left corporate, I sat with that same feeling.

For almost three years while I was still in my global / EMEA roles, I quietly started building optionality for myself, testing different ways of working, building my own IP, saying yes to advisory and board-style work, and learning how to talk about what I do beyond a job title.

That’s the work that turned into what I have now...

PE-backed CEO work, 
a portfolio of board roles, 
advisory, speaking, 
and The Embracing "Only" Podcast with Olivia Grant-Cream.

And that’s why we created Embracing “Only” in the first place, to give people the space to talk honestly about what comes after you’ve succeeded at everything everyone told you to do.

And today, for the first time ever, I am sharing a low-touch, high-impact end-of-year invitation with our 3K newsletter subscribers:

👉🏾 A subsidised 90-minute 1:1 Activation Session
👉🏾 Specifically for those exploring a portfolio career
👉🏾 Or for those exploring a Board career
👉🏾 5 spots only
👉🏾 10% donated to Olivia’s GoFundMe 
(Read more about Hurricane Melissa efforts in the comments below)

And if it’s not the season for paid support, we included a few free episodes to guide your next step.

If 2026 needs to feel different for you…start here.

PS: If you had to pick one word for what you want more of in your work life in 2026, what would it be? 

----
Hi, I’m Archita. I work with Private Equity (PE)-backed CEOs and value creation teams to fix what’s slowing growth, usually misalignment, messy messaging, or GTM systems that don’t scale.

I also serve on several boards, where I support founder-led and investor-backed companies navigating growth, governance, and strategic clarity.

👉🏽 Book a 1:1 via my featured section. (Serious enquiries only — otherwise, start with the Hubble link.)

Most people reading this are not trying to blow up their lives. You’re in full-time, high-pressure leadership roles. You’re running teams, carrying nu

Open article: Before 2026 Finds You on the Same Treadmill: A Small Invitation for the “Onlys” by Archita Fritz • 4 min read

Before 2026 Finds You on the Same Treadmill: A Small Invitation for the “Onlys”

Seventeen years in MedTech left me with one permanent side effect…

I can’t look at a growth story without picturing the humans who have to carry it.

Once you’ve watched an ICU team on a bad day, you stop believing pretty plans.

Back then I worked on devices that lived in acute care settings of hospitals, if we were pitching a new product idea or a big launch, it was never enough that the slide looked smart.

Someone would always ask:
“Okay, what does this look like on a bad shift?”

Every “big bet” had two parts:
- the upside case
- and a ruthless pass on what had to go right in real life, with tired people

We didn’t just ask, “Is the market there?”

We asked things like:
↳ Who has to change their behaviour on a bad day, not a good one?

↳ How many steps are we adding to their shift?

↳ Where does this break first when the ward is short-staffed and everyone is on hour eleven?

If that part didn’t hold up, the launch didn’t move.

Not because we were nice, but because ignoring it was the fastest way to get shut down.

In Private Equity (PE) backed high growth companies, I see the reverse.

Weeks of work on TAM, pricing, scenarios and upside. Then “execution risk” gets one slide and a hand wave at best.

You’re doing serious work on the market side of the thesis and almost no serious work on whether the organisation can actually absorb the plan you’re buying.

That’s not a minor gap.

𝑻𝒉𝒂𝒕’𝒔 𝒎𝒊𝒔𝒑𝒓𝒊𝒄𝒆𝒅 𝒆𝒙𝒆𝒄𝒖𝒕𝒊𝒐𝒏 𝒓𝒊𝒔𝒌.

Alix Partners data shows 56% of PE-backed CEOs are replaced within two years, usually for 

➟ ‘failure to execute the thesis’, not because the market disappeared.

Because of MedTech, I’m wired to stress-test a plan, not just get excited about it.

Now, when I look at your “growth story”, that’s the part my brain refuses to skip.

If your story only lives in the spreadsheet and not in the calendar and nervous system of the people who have to execute it, it’s not a strategy.

It’s a wish.

PS: My dad beaming while on his “daughters” stretcher, after finding himself on it after a fall a few years ago. Almost a decade later still so proud I helped launch The Stryker PrimeX into this world! 

——

Hi 👋🏾 I’m Archita. I spent 17 years in MedTech and now partner with investor- and private equity–backed CEOs, boards, and commercial leaders to build growth plans their teams can actually execute.

How MedTech Marketing helps stress test Private Equity backed high growth companies! 

I sat through 103 B2B SaaS product demos this year.
Not one of them made it easy for me to just experience the product.

No login-free walkthrough.
No short, honest flow I could click through on my own.

Best case, I got:
 – a “Book a demo” wall
 – a discovery call
 – 15–20 minutes of slides
 – then a partial screen share of a half-broken sandbox

And then the call ended and I realised I was still guessing:
 “What does this actually change for my client/their customer next quarter?”

I see this as someone buying tools, building AI SDR stacks, and working with PE-backed leadership teams:

𝒕𝒉𝒆 𝒃𝒂𝒓 𝒇𝒐𝒓 “𝒍𝒆𝒕 𝒎𝒆 𝒔𝒆𝒆 𝒚𝒐𝒖𝒓 𝒑𝒓𝒐𝒅𝒖𝒄𝒕” 𝒊𝒔 𝒔𝒕𝒊𝒍𝒍 𝒆𝒎𝒃𝒂𝒓𝒓𝒂𝒔𝒔𝒊𝒏𝒈𝒍𝒚 𝒍𝒐𝒘.

The closest I’ve seen are things like demo hubs (e.g. Klue’s demo arena, something by Rob Hoffman).

 But even those stop just short of:
“Here. Click through this one real workflow like it’s your own.”

If I were running GTM for a SaaS company in 2026, 

I’d start with one question:

👉🏾 How easy is it for a serious buyer to actually experience what we do, without jumping through hoops?

My answer would need to look like this:
 – One ungated, 60–90 second interactive walkthrough from the website
 – One real workflow, end-to-end, that looks like a real day in the life
 – Clear language: “You’re [role]. Here’s the moment you’re in.”
 – A concrete outcome: “This is what changes for you next quarter.”
 – A link I can replay and share internally without booking another call

And honestly it isn't about being clever, it's about respecting buyers’ time and brains.

This is where interactive demo platforms like Guideflow actually make sense to me:

not as “prettier sales decks”, but as a way to finally ship:
 – one link
 – one clear walkthrough
 – one shared product story for buyers, teams, and investors

I wish I could tell you I saw five perfect examples of this in 2025.
I didn’t.

Which means: whoever builds it properly in 2026 will stand out fast.

And yes I made my own version of Wrapped for Product Demos to bring this home! :)

👋🏾  If you’ve seen a truly ungated, “just let me in” product walkthrough this year, drop it below. I’m genuinely curious, and I’d love to be wrong.

#GuideFlowPartner #sponsored

PS: You can check out and complete a real product walk through on the GuideFlow website at: https://lnkd.in/ez6Fc6b6

——

Hi 👋🏾 I’m Archita. I spent 17 years in MedTech and now partner with investor- and private equity–backed CEOs, boards, and commercial leaders to build growth plans their teams can actually execute.

"Book a Demo" Button Wrapped across multiple B2B SaaS

In private equity, this line is a red flag:
“We can’t prove marketing’s impact on revenue.”

If nothing in marketing can be tied to 

pipeline, 
win rate, 
deal size, 
or sales cycle,

you don’t just have a marketing problem
you have a value-creation problem.

Not everything needs perfect attribution.

But something needs a clear chain:
product marketing → sharper story → better opportunities → better economics.

And before anyone jumps in with
“but brand / comms / PMM is hard to attribute”
I agree, not everything gets a perfect CAC number.

But every marketing function should have a clear, testable path to:
better pipeline
better win rates
better economics

That’s the bar I hold in my PE work, and it’s why I loved Product Marketing Alliance’s “How to Prove Product Marketing ROI” so much.

The article is a sharp breakdown on proving product marketing ROI, and I turned the core ideas into a short carousel you can save, share, and forward the next time someone says “how do we prove product marketing drives ROI.”

This is the work I do with PE-backed companies, turning “marketing is a cost centre” into a testable revenue engine.

👉🏾  Original article linked in the comments.

PS: Where do you draw the line between “we can’t measure this” and “we just haven’t been forced to?”

----
Hi, I’m Archita. I work with Private Equity (PE)-backed CEOs and value creation teams to fix what’s slowing growth, usually misalignment, messy messaging, or GTM systems that don’t scale.

I also serve on several boards, where I support founder-led and investor-backed companies navigating growth, governance, and strategic clarity.

👉🏽 Book a 1:1 via my featured section. (Serious enquiries only — otherwise, start with the Hubble link.)

How to Prove Product Marketing ROI

You keep hiring “change agents”…
and then designing their jobs so they can’t change anything.

New CEO.
New CRO.
New Head of GTM or Chief of Staff.

And then the same soundtrack in most Private Equity backed portcos when I step in: 
“Marketing isn’t working.”
“Sales isn’t executing.”
“We need more leads.”
“We’ve outgrown our GTM.”

That’s what this grid is about:
7 𝘵𝘩𝘪𝘯𝘨𝘴 𝘭𝘦𝘢𝘥𝘦𝘳𝘴 𝘴𝘢𝘺 𝘸𝘩𝘦𝘯 𝘎𝘛𝘔 𝘪𝘴 𝘧𝘢𝘪𝘭𝘪𝘯𝘨, 𝘢𝘯𝘥 𝘸𝘩𝘢𝘵 𝘵𝘩𝘢𝘵 𝘧𝘪𝘳𝘴𝘵 𝘤𝘰𝘮𝘱𝘭𝘢𝘪𝘯𝘵 𝘳𝘦𝘷𝘦𝘢𝘭𝘴 𝘢𝘣𝘰𝘶𝘵 𝘎𝘛𝘔 𝘮𝘢𝘵𝘶𝘳𝘪𝘵𝘺.

Because underneath the language, you usually find:
Not a skills problem, but an 𝘢𝘭𝘪𝘨𝘯𝘮𝘦𝘯𝘵 problem
Not a sales problem, but a 𝘴𝘺𝘴𝘵𝘦𝘮 problem
Not a people problem, but an 𝘦𝘮𝘰𝘵𝘪𝘰𝘯𝘢𝘭 𝘤𝘢𝘱𝘢𝘤𝘪𝘵𝘺 problem 
(this org is simply done pretending to transform)

And then the “change agent” becomes the easiest person to blame.

For me, the real multiple in PE looks more like:

(𝑯𝒐𝒘 𝒉𝒐𝒏𝒆𝒔𝒕 𝒘𝒆’𝒓𝒆 𝒘𝒊𝒍𝒍𝒊𝒏𝒈 𝒕𝒐 𝒃𝒆) × (𝑯𝒐𝒘 𝒎𝒖𝒄𝒉 𝒄𝒉𝒂𝒏𝒈𝒆 𝒕𝒉𝒆 𝒐𝒓𝒈 𝒄𝒂𝒏 𝒆𝒎𝒐𝒕𝒊𝒐𝒏𝒂𝒍𝒍𝒚 𝒂𝒃𝒔𝒐𝒓𝒃)

If either piece is close to zero…
zero honesty × anything = still zero
any amount of honesty × zero emotional capacity = still zero

The lower of those two sets your real ceiling. Your model won’t go further than your honesty or your team’s emotional bandwidth.

PS: If you’re in PE or leading a portco or growth focused company...Which box in this grid do you hear the most right now and where do you disagree with this framing? I’m especially curious where you think it is a people problem, not a system one.

----
Hi, I’m Archita. I work with Private Equity (PE)-backed CEOs and value creation teams to fix what’s slowing growth, usually misalignment, messy messaging, or GTM systems that don’t scale.

I also serve on several boards, where I support founder-led and investor-backed companies navigating growth, governance, and strategic clarity.

👉🏽 Book a 1:1 via my featured section. (Serious enquiries only — otherwise, start with the Hubble link.)

What leaders say when Go-to-Market is Failing in Private Equity and Beyond


Most leaders I know are caught between three browser tabs:


1️⃣ Targets that went up
2️⃣ Headcount that went down
3️⃣ LinkedIn telling them AI + “efficient growth” will somehow square the circle

So I pulled the tools I use to answer these questions,  into a FREE Growth Toolbox you can grab below. 👇🏾

25+ of the most used assets I developed based on the work I do with companies. 

If you sit anywhere near private equity, that contrast is just louder.

You’re not short on ideas.

You’re short on clarity about:
↳Where the next €5–10M realistically comes from
↳Which customers you should actually fight for
↳Where AI genuinely creates leverage (vs. theatre)
↳How to push harder without frying your best people

That’s the work I do with portcos across EQT, Accel-KKR, Cinven, Nordic Capital and others.

Whenever something actually worked, we turned it into a reusable tool.

𝘐’𝘷𝘦 𝘣𝘶𝘯𝘥𝘭𝘦𝘥 𝘵𝘩𝘦 𝘮𝘰𝘴𝘵 𝘶𝘴𝘦𝘥 𝘵𝘰𝘰𝘭𝘴 𝘪𝘯𝘵𝘰 𝘰𝘯𝘦 𝘱𝘭𝘢𝘤𝘦:
👉🏾 𝑻𝒉𝒆 𝑷𝒓𝒊𝒗𝒂𝒕𝒆 𝑬𝒒𝒖𝒊𝒕𝒚 𝑮𝒓𝒐𝒘𝒕𝒉 𝑻𝒐𝒐𝒍𝒃𝒐𝒙

 25+ practical assets, including:
➟ “Quality of growth” scorecards
➟ GTM & ICP clarity frameworks
➟ Europe & market expansion checks
➟ AI focus maps (using the stack you already have)
➟ Product marketing & commercialization templates
➟ Leadership & anti-fragility prompts

It’s built with private equity portfolios in mind…but if you own a number, run a team, or live between “big targets” and real life, there’s probably something in there that will help you think and act more clearly this quarter.

If that sounds useful, just grab it.
👉🏾 The link to the toolbox is here: https://lnkd.in/eCunKCjU

No “comment GROWTH” ritual. 🙃 
Just the tools, in one place, so you can get back to making real decisions.

PS: If there’s a specific best practice, learning, or toolset you’d love to see next, around value creation, GTM, product marketing, or leadership, drop it in the comments. I’ll use that to decide what to build and share next.
----
Hi, I’m Archita. I work with Private Equity (PE)-backed CEOs and value creation teams to fix what’s slowing growth, usually misalignment, messy messaging, or GTM systems that don’t scale.

I also serve on several boards, where I support founder-led and investor-backed companies navigating growth, governance, and strategic clarity.

👉🏽 Book a 1:1 via my featured section. (Serious enquiries only — otherwise, start with the Hubble link.)

Blue Manta Consulting

Blue Manta Consulting is a Product Marketing consultancy for B2B SaaS startups. We help B2B SaaS startups ($10-250M) develop and execute their GTM strategy.

𝐇𝐞𝐫𝐞'𝐬 𝐡𝐨𝐰 𝐰𝐞 𝐜𝐚𝐧 𝐡𝐞𝐥𝐩:

→ 𝗣𝗿𝗼𝗱𝘂𝗰𝘁 𝗠𝗮𝗿𝗸𝗲𝘁𝗶𝗻𝗴 𝗜𝗻𝗶𝘁𝗶𝗮𝘁𝗶𝘃𝗲𝘀  
We'll lead & execute tightly-scoped product marketing projects such as a positioning & messaging, sales enablement, a product launch, or pricing and packaging.

→ 𝐅𝐫𝐚𝐜𝐭𝐢𝐨𝐧𝐚𝐥 𝐏𝐫𝐨𝐝𝐮𝐜𝐭 𝐌𝐚𝐫𝐤𝐞𝐭𝐢𝐧𝐠 𝗦𝘂𝗽𝗽𝗼𝗿𝘁
We'll serve as your Fractional PMM support, delivering ongoing product marketing support for a set number of hours each week.

🚀 𝐑𝐞𝐚𝐝𝐲 𝐭𝐨 𝐠𝐞𝐭 𝐬𝐭𝐚𝐫𝐭𝐞𝐝? 
Send me a DM or book some time: https://calendly.com/blue-manta-consulting/30min

--- 

"Blue Manta Consulting’s guidance and hands-on support was pivotal in achieving our goals. 

Their GTM and Product Marketing expertise enabled both quality and urgency – allowing our business to focus on growth. I especially appreciated their agility and ability to connect at the right level with our executive team."

- Bradley Jones
SVP of Growth, Indeavor

---

"Jonathan brought a lot of clarity to what I offer and helped me sort out the tricky parts of my positioning, pricing, and marketing strategy. It was great to bounce ideas off him and I appreciate the time he took to learn my business.”

- Nick Civitarese
Founder, StaffGrabbers

---

“Blue Manta Consulting understands what makes your product unique and works with you to develop a tailored GTM strategy that's both sophisticated and approachable. 

They truly understand the deep relationship between your target audience, positioning, messaging, packaging, pricing, and everything else you need to go to market effectively. I highly recommend working with Blue Manta Consulting."

- Tyler Durman
CEO, Ignition Growth Consulting

Founder & Principal Product Marketing Consultant

1871

GTM mentor for all 1871 startups. I also mentor Insuretech Innovations Lab startup cohorts.

GTM Mentor

Serve as mentor to ongoing Fintech Innovation Lab cohorts as of 2025!

--

Served as a mentor for 1871's Fintech Innovation Lab Cohort starting in October 2024. Provided GTM mentorship and support to 47 founders from across the US, Canada, and Argentina.

Learn about the FinTech cohort here: https://1871.com/1871-news-and-content/the-future-of-fintech-introducing-the-2024-fintech-innovation-lab-cohort/

GTM Mentor @ 1871's FinTech Innovation Lab

Product Marketing Alliance

Top 100 Product Marketing Influencer. Frequent contributor to Product Marketing Alliance articles, reports, and certifications.

Top 100 Product Marketing Influencer & Expert Contributor

GTM Alliance

Top 20 GTM Influencers to Watch. Frequent contributor to GTM Alliance articles, reports, and more.

Top 20 GTM Influencers to Watch & Expert Contributor

adplist.org

I mentor product marketers from across the world for free on ADPList. 

> 62+ sessions 
> 1700+ minutes
> 14+ countries

adplist.org/mentors/jonathan-pipek

Top 50 Product Marketing Mentor

Liongard

I led the product marketing function at Liongard, a technical, B2B cybersecurity SaaS platform. This included hiring, coaching, and leading a team of four product marketers. 

My team and I launched 5 major products, growing average deal size by 30%, improving customer retention, lowering our support costs, and increasing CSAT. 

In collaboration with the demand generation team, we introduced Liongard’s first comprehensive marketing campaign (focused on cybersecurity), which included surveying 300+ users, interviewing 6 companies, creating 20+ new marketing assets, and increasing click through for our product walk through by 500%.

My team also leveraged research, personas, and win/loss analysis to increase win rates and product adoption.

Director of Product Marketing

I managed the Product Marketing Department within my first 3 weeks, representing PMM at leadership meetings, overseeing company-wide initiatives, and supervising two Product Marketing Specialists during my manager’s leave. 

My proudest accomplishment is overhauling the monthly release process, transforming it into a repeatable, scalable, and consistent experience to ensure internal alignment, meet leadership’s expectations, and delight users.

Senior Product Marketing Manager

CareerBuilder

At CareerBuilder, I managed marketing for our Talent Acquisition Suite, which accounted for 90% of revenue. I established the product marketing function from the ground up, including supervising and coaching two Product Marketing Specialists, and led the company's transition from selling individual solutions to offering a Talent Acquisition Suite. 

In this role, I led a cross-functional team of 10+ members to launch several products to 40K+ users and 7K+ clients - the largest product launch generated 45% of annual company revenue.

Particularly proud of crafting and executing the marketing strategy for CareerBuilder’s Artificial Intelligence offerings, including the AI Resume Builder, AI Job Posting Tool, and AI Job Matching. This increased applications by 175% and reduced time to hire by 30% for our customers.

Product Marketing Manager

Assurant

After being promoted, I was tasked with running marketing strategy for a $500M+ jewelry company, in addition to the $150M+ telecom I was already managing. I coached and trained a Product Marketing Coordinator.

My favorite project was launching an enhanced watch protection product that led to a 200% increase in YOY revenue.

I also managed marketing Assurant's cybersecurity SaaS app, Pocket Geek app (SaaS). I revamped the app's positioning and messaging to increase adoption. This included I guiding an Agile team to translate the app (100K+ words) into 8 languages.

Client Marketing Manager (Product Marketing)

At this insurance behemoth, I managed the client relationship and marketing strategy for a $150M+ telecom's protection products. I'm particularly proud of having led a diverse, cross-functional team to launch a protection plan for tablets. In my spare time, I also worked on projects for T-Mobile, Samsung, Xfinity, and U.S. Cellular.

Client Marketing Coordinator (Product Marketing)

Fusion, an ABC - Univision Joint-Venture

In this unique joint venture between Disney and Univision, I played a crucial role supporting the VP of Marketing to launch a multi-million dollar marketing campaign aimed at cable partners and consumers. I also crafted compelling show synopses, created presentations, and assembled monthly social media kits.

Marketing Coordinator

Inktel

In this unique leadership program, I took on diverse strategic roles encompassing account executive, operations supervisor, quality auditor, and CSR. I adeptly managed 9 clients billing over $500,000 as well as managed and trained 30+ CSRs to consistently meet target metrics and enhance the customer experience.

Leadership Development Trainee

Crafting a killer GTM strategy and executing it is much easier said than done

The right GTM approach can skyrocket your growth, but the wrong strategy will keep your B2B SaaS startup grounded

You need a partner with the GTM expertise & experience to scale your startup the right way

I’ve spent a decade+ developing & executing winning GTM strategies for B2B SaaS startups, and I want to partner with you too

𝐈𝐟 𝐲𝐨𝐮’𝐫𝐞 𝐚 𝐁𝟐𝐁 𝐒𝐚𝐚𝐒 𝐬𝐭𝐚𝐫𝐭𝐮𝐩 ($10-250M) 𝐭𝐡𝐚𝐭:
→ Needs help defining & executing their GTM strategy 
→ Is open to new perspectives, candid feedback, and change
→ Has a leadership team that’s eager to collaborate

Then we should chat!

𝐇𝐞𝐫𝐞'𝐬 𝐡𝐨𝐰 𝐰𝐞 𝐜𝐚𝐧 𝐡𝐞𝐥𝐩:

→ 𝐅𝐫𝐚𝐜𝐭𝐢𝐨𝐧𝐚𝐥 𝐏𝐫𝐨𝐝𝐮𝐜𝐭 𝐌𝐚𝐫𝐤𝐞𝐭𝐢𝐧𝐠 𝐋𝐞𝐚𝐝𝐞𝐫 
We'll serve as your Fractional PMM Leader, developing & executing your foundational GTM strategy from soup-to-nuts. Think: ICP/personas, positioning & messaging, pricing & packaging, sales pitch, etc.

→ 𝐆𝐓𝐌 𝐏𝐫𝐨𝐣𝐞𝐜𝐭 𝐄𝐱𝐞𝐜𝐮𝐭𝐢𝐨𝐧
We'll lead & execute a tightly-scoped GTM initiative such as a product launch or pricing and packaging project.

🚀 𝐑𝐞𝐚𝐝𝐲 𝐭𝐨 𝐠𝐞𝐭 𝐬𝐭𝐚𝐫𝐭𝐞𝐝? 
Send me a DM or book some time: https://meetings.hubspot.com/bluemantaconsulting/initial-consult


Expertise
B2B Product Marketing | SaaS | Go-to-Market (GTM) Strategy | Storytelling, Positioning & Messaging | Product Launches | Cross-Functional Leadership | Team Building | Coaching, Mentorship, and Training | Market Research | Customer Journeys & Personas | Packaging & Pricing | Sales Enablement | Product Adoption | Customer Experience | Voice of Customer (VOC) | Co-marketing

Jonathan Pipek

the Chicago PMM community came together like never before this week at the Chicago Product Marketing Alliance Summit!

it was absolutely incredible 🔥

saw so many friends, made some new ones, and even ate some great food too!

and it was wonderful (finally) meeting online friends IRL:

👉 Yi Lin Pei – taller than expected

👉 Michele Nieberding 🚀 – exactly as tall as I imagined

👉 Kelli Paskey – didn't have a height expectation 

always fun seeing my pals, Sid Khaitan, Michelle Zak, April Samuelson, MBA, Michelle Dieschbourg, James Montana-Pickering, Neha Mehra, Des M., Michelle Robin, Akash Agrawal, Stefanie Kall, Ph.D., Victoria Ngo-Lam, and so many more!

loved hosting dinner, will definitely do it again next year! 🍽

and obligatory shout out to the SIX MICHELLES!! 🙌🙌🙌

massive shout out to Martha Harris for doing a fantastic job organizing (as always) 👏👏👏

p.s. if you wanna keep this PMM fun train going, come to our monthly (or bi-monthly) meetups! talk to Michelle Zak!

Jonathan Pipek 🔱

Product Marketing Consultant | Scaling B2B SaaS Startups to $250M ARR | Top 100 Product Marketing Influencers | Kellogg MBA

I've seen five experienced product markets F this up recently so here we go:

𝗜𝗱𝗲𝗮𝗹 𝗖𝘂𝘀𝘁𝗼𝗺𝗲𝗿 𝗣𝗿𝗼𝗳𝗶𝗹𝗲 = COMPANIES fitting a specific profile that you sell to

𝗣𝗲𝗿𝘀𝗼𝗻𝗮𝘀 = PEOPLE fitting a specific profile that you sell to that work at your ICP

(B2B of course)

thanks for coming to my rant 😜

p.s. is it Friday yet?

I created a no-BS framework for talking with execs after watching what happens when you get it wrong + learning what execs actually want

𝗺𝘆 𝘄𝗮𝗸𝗲-𝘂𝗽 𝗰𝗮𝗹𝗹 𝗰𝗮𝗺𝗲 𝗳𝗿𝗼𝗺 𝘁𝘄𝗼 𝗽𝗹𝗮𝗰𝗲𝘀:

#1 there was a Sr. PMM on my team that was brilliant at strategy but absolute shit at communicating with C-suite. every conversation was painful... he'd just ramble for 10-15 mins and execs had no idea what he needed or why they should care ​

#2 multiple C-suite leaders told me they actually *prefer* when you bring them recommendations instead of letting them make the decision. because C-suite makes so many high-stakes calls every single day, they have decision fatigue. so when you come prepared with a recommendation backed by clear reasoning, they friggin love it

so, in order to help my team out, I developed a simple (but very effective) 3-part framework that cuts through the BS:

1️⃣ 𝘄𝗵𝗮𝘁 𝗱𝗼 𝗲𝘅𝗲𝗰𝘀 𝗻𝗲𝗲𝗱 𝘁𝗼 𝗸𝗻𝗼𝘄?
you've got 2 minutes max to deliver a high-level overview with just enough context for them to grasp the situation. no deep dives or rabbit holes. just the essentials, please​

2️⃣ 𝘄𝗵𝘆 𝘀𝗵𝗼𝘂𝗹𝗱 𝘁𝗵𝗲𝘆 𝗴𝗶𝘃𝗲 𝗮 𝘀𝗵𝗶𝘁?
this is where most PMMs faceplant. it's crystal clear to YOU why this matters, but you gotta clarify the stakes for leadership. what's the impact if we do X? what's the risk if we don't? without this piece, there's zero urgency and execs do not care

3️⃣ 𝘄𝗵𝗮𝘁 𝗱𝗼 𝗜 𝗻𝗲𝗲𝗱 𝗲𝘅𝗲𝗰𝘀 𝘁𝗼 𝗱𝗼?
even if you nail the first two, you gotta guide execs. otherwise, they'll either offer opinions on literally everything, or just stare at you waiting for more. so, tell them exactly what you need: a decision, feedback on approach, resources, air cover. whatever it is, say it clearly

it's seriously that easy

follow this framework and your exec conversations will become shorter, sharper, and way more productive

p.s. what's your hack for communicating with the C-suite?

interested in PMM consulting? then join the last PMM Consulting Ask-Me-Anything (AMA) of 2025 𝗧𝗢𝗠𝗢𝗥𝗥𝗢𝗪!

𝘁𝗼𝗺𝗼𝗿𝗿𝗼𝘄, 𝗡𝗼𝘃𝗲𝗺𝗯𝗲𝗿 𝟮𝟰𝘁𝗵 𝗮𝘁 𝟰:𝟬𝟬 𝗽𝗺 𝗖𝗧, 𝘄𝗲'𝗹𝗹 𝗰𝗼𝘃𝗲𝗿:
- what day-to-day consulting looks like
- how to get started
- why clients hire PMM consultants
- how I decide what PMMs to bring on to Blue Manta Consulting
+ anything *you* want to ask!

it’ll be an open discussion with stories + practical advice

so if you're considering PMM consulting or just curious about the realities behind the LinkedIn posts, come on by! 

OH, and there'll be ~40 minutes of Q&A time, so please, for the love of Gouda, come with plenty of questions

👇link in the comments 👇

p.s. if you're an experienced PMM consultant, would love to have you join and share your perspective. comment if you want to join!

it's late and I forgot to write a LinkedIn post today

so here's a quick note of optimism instead of the typical PMM post

this too shall pass

we're in this together, y'all

stay strong, or don't, but get a helping hand from friends, neighbors, and family, (strangers too!)

p.s. we're almost to 2026 folks!

is it too early to start talking about B2B marketing via Thanksgiving food analogies?

nahhhh, let's get into it!

𝘁𝗵𝗲 𝟯 𝘁𝗵𝗿𝗲𝗲 𝗿𝘂𝗹𝗲𝘀 𝗼𝗳 𝗺𝗮𝗰 '𝗻 𝗰𝗵𝗲𝗲𝘀𝗲 𝗮𝘁 𝗖𝗵𝗲𝘇 𝗣𝗶𝗽𝗲𝗸 (with B2B SaaS takeaways of course):

1️⃣ 𝗮𝗹𝘄𝗮𝘆𝘀 𝗺𝗮𝗸𝗲 𝗮 𝗿𝗼𝘂𝘅
it's a classic for a reason folks! just like a roux is the base of a fantastic mac 'n cheese, PMM is the base for B2B SaaS startups

make sure you have a tight ICP, clearly defined problem, sharp positioning, and a compelling narrative before anyone dumps more “ingredients” (features, channels, hires) into the pot or else your GTM sauce will break!


2️⃣ 𝘆𝗼𝘂 𝗠𝗨𝗦𝗧 𝗵𝗮𝘃𝗲 𝗺𝗼𝗿𝗲 𝗰𝗵𝗲𝗲𝘀𝗲 𝘁𝗵𝗮𝗻 𝗺𝗮𝗰 𝗶𝗻 𝘆𝗼𝘂𝗿 𝗿𝗲𝗰𝗶𝗽𝗲
good rule of thumb: 1.3 lbs of cheese / 1 lb of mac

and btw, you can use the 1.3x cheese rule for your GTM too...

always spend 30% more time understanding your customers vs. building your product and not only will you build a better product, but you'll sell more of it too!


 3️⃣ 𝗶𝘁'𝘀 𝘀𝗮𝗰𝗿𝗶𝗹𝗲𝗴𝗶𝗼𝘂𝘀 𝘁𝗼 *𝗻𝗼𝘁* 𝗮𝗱𝗱 𝗰𝗼𝗽𝗶𝗼𝘂𝘀 𝗮𝗺𝗼𝘂𝗻𝘁𝘀 𝗼𝗳 𝗽𝗮𝗿𝗺𝗲𝘀𝗮𝗻 𝗰𝗵𝗲𝗲𝘀𝗲 𝗼𝗻 𝘁𝗼𝗽 𝗼𝗳 𝘆𝗼𝘂𝗿 𝗺𝗮𝗰 '𝗻 𝗰𝗵𝗲𝗲𝘀𝗲
cheese on cheese, baby! it's the best customer experience

make sure your user onboarding experience, path to value, and cross-sell/upsell motion are clear, compelling, and great, so after you land a customer, they keep growing with you!

---

p.s. what's your go-to mac 'n cheese recipe? extra points if it's NOT oven baked 👀 

p.p.s. featured below is the Thanksgiving meal my wife and I made a few years ago!

if you've ever wanted to be a product marketer, this session is for you, friends

on Friday, join me and an amazing crew, Kay Akinbode, Julian Dawkins, and Olajumoke Adigun this Friday, Nov 28th as we discuss how to break into PMM in 2026

you'll get a variety of perspectives from B2C, B2B, and Consulting!

wanna join? check out the link in the comments 👇👇👇

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