Building the future of pipegen 🚀

Hi 👋🏼 I'm Josh. Building, Vector to help marketers target their ad spend on the exact contacts they care about (and none they don't)!

Previously:
- Built the Solutions Engineering team @ Drift from Series B - Vista acquisition 🦄
- Exited GrowthStack - A hybrid RevOps agency + SaaS company 🎉
- Exited GoCable - A rapid prototyping SaaS for subsea cables 🐙
- Served as an intel analyst in the USAF ✈️

Joshua Perk

After 3 years of building Vector 👻, we finally announced our leadership principles at our 2026 company kickoff yesterday.

I had held off introducing core values for a variety of reasons:
1/ If you "do culture" the wrong way, it's eye roll inducing
2/ I'd been at companies with such special culture, I felt imposter syndrome grafting our own
3/ We were pretty busy in 2025
4/ I felt it was important to observe the unique culture our team naturally resonated with

Thanks to some incredible wisdom from Heather Doshay, when I finally sat down to build our principles, I did it with intention. I thought about what we wanted to stand for. I gathered perspectives from our team.

But most importantly, I wrote down what we did not want to stand for.

We reject corporate theater. We are:
- Unusual
- Unrelenting
- Unfiltered
- Unfinished

If you're curious, here's Vector's UNculture I shared with the team yesterday 👇

Thank you to our entire team for a wonderful 2026 kickoff and our customers we get the honor of serving.

(P.S. If this culture sounds fitting, we'll be hiring across every department this year! Reach out.)

Joshua Perk 👻

Vector's Unculture

I’m honestly curious…

If you’re in marketing or sales, what’s working for you right now?

I see SO much noise around “my 27 step automation workflow”. 

Then I’ll hear a real marketer or seller in the field and they’ll say they’re struggling with pipeline. 

What are you seeing?

Not a bad way to start the year! Welcome to our newest class of hires!

15 meetings, 3 flights, 1 train, 4 hours in Ubers: Tampa > NY > BOS > SF > Tampa

Headed home after a long, tiring week but my cup is completely filled.

Amongst some secret meetings (🤫 more on that soon), I stopped by Boston to join Andrew and his team for their 2026 Product & Engineering kickoff.

Sitting in one of the sessions, something struck me: we had 2x as many people in this product meeting than we had in out entire 2025 company kickoff.

A great reminder that progress comes from daily growth. 1% better. Compounding.

Note to self: the Caribbean has wifi.

I didn't know that back when I pranked our (back then) new head of marketing.

I also didn't know that prank would accidentally set the tone for the most important dynamic in our marketing strategy.

Here's the setup:

Jess Cook was 4 months into her new role as our marketing leader. When I offered her the job, she told me she had an already-scheduled vacation. No problem.

Before she leaves, I jokingly tell her I'll "do the marketing" while she's gone.

So it's Monday night, her first day on vacation in the Caribbean. I'm trying to think of something witty to post on LinkedIn. You know... "marketing".

Then it strikes me.

I'm constantly hearing our customers (marketers) talk about how difficult their function is. Constantly getting the finger pointed at them. Difficult CEOs who want pipeline, but don't want to make the right investments.

My idea: "What if I leaned into this trope to the point of extreme irony?"

I type up a post. "Jess is on vacation. I'm going to overthrow her. Give me some ideas on what I should do."

The post goes WILD. Hundreds of marketers leaning into the irony with savage rebuttals:

Tas Bober — Hire your cousin.
Stefanie Dombek — Pivot to an athleisure brand that sells lightweight merino wool.
Elaine Zelby — Commit to at least 10 events in H2.
👾 Alex Virden — Totally change the operating plan.

I'm crushing it. But now I need conversions because... "marketing".

So I code a website that next night. imsorryjess (dot) com

The offer? Sign up to our newsletter and I'll personally ship you some Vector 👻 swag.

Here's where it started to go wrong...
1 / Jess had wifi. She was getting pinged hundreds of times as this whole plan unfolded. 😬
2 / Hundreds of people signed up for the newsletter and I painstakingly had to ship each of them swag from my garage.

But one thing went perfectly right:
The shtick between Jess and I was born. The most incidental, unplanned strategy ended up being the foundation for our entire company's brand, identity, and why our community tunes into our content madness. 

Listen to the full story on this week's episode of 𝗧𝗵𝗶𝘀 𝗠𝗲𝗲𝘁𝗶𝗻𝗴 𝗖𝗼𝘂𝗹𝗱'𝘃𝗲 𝗕𝗲𝗲𝗻 𝗮 𝗣𝗼𝗱𝗰𝗮𝘀𝘁.

8 months ago I posted (while at the gym):

Buying an ABM platform is like joining a gym…
 …and then only using the sauna.

Feels productive.
Smells productive.
Zero gains. 💪❌

That post blew up (by my non-thought leader definition).

This week on the pod, Jess casually said:
 “If we’re an ad tech company now… shouldn’t we be running ads?”

All she needed was:
 • A designer
 • Someone to launch them
 • Tens of thousands of dollars
 • Me to briefly consider a second career

So we did the scary thing: We took something that already worked organically and put paid behind it.

Result? That dumb little gym post turned into a thought leadership ad with an 18% CTR.

Which is how I learned I am a total thot...leader.

Big lessons from the episode:
 – Ads are a distribution lever, not a creativity crutch
 – Safe creative = expensive mediocrity
 – Mascots > stock photos
 – Test messaging in ads before you rebuild your website
 – Cost per ICP click > vanity metrics
 – If it’s working, don’t “optimize” it into the ground (looking at you, Chick-fil-A cows)

Also: we shipped cost per ICP click reporting inside Vector 👻 (yes, in our cheapest plan)!

If you’re thinking about starting ads, scaling ads, or realizing you bought an expensive gym membership just to stretch… this one’s for you.

Jess Cook is conspiring to get me canceled.

And I can prove it.

How?

One day her and 👾 Alex called me up (fairly giddy, I might add) with an idea.

Them: "Want to do the podcast LIVE?!"

Me: "You mean the one that we have a professional editor for because of the unhinged things that need to be removed?"

Them: "YEAH THAT ONE. Marketers love realness. We can do a 2026 special episode. All the trends we're seeing. The bets we're making."

So. We're doing that.

Watch the beginning of my end. Live.

I asked Jess if we could afford a Super Bowl commercial 🏈

Instead, Kelly tricked me with this 👇

Jokes aside, we're insanely bullish on CTV!

Normally it's insanely expensive, but with Vector 👻's contact-level targeting we can make sure we're only running our commercial for the right buyers across any DSP (TTD, StackAdapt, LinkedIn, or... our own? 😉🤫)

Adam Robinson

Have you seen him in your feed?

I have. Hard to avoid. (For better or worse?!)

And seeing him in my feed a few years ago was part of the reason I built Vector 👻 the way I did.

Fast forward to today, RB2B and Vector barely come up against each other.

Why? Despite starting in similar places, we took our companies entirely different directions.

Vector moved into the enterprise. Started focusing on advertising and marketing.

RB2B found a way to automate the entire company with 3 FTEs. Vector's Customer Success team is more than 3 FTEs alone.

I'll argue it's because we're building something big. Adam will argue it's because we have VC overlords and have to.

Wish you could see the argument live?

Tune in today @ 3p EST:

Open article: Welcome! You are invited to join a webinar: The Build-Off: Inside the Strategic Playbooks of Two Rival Founders. After registering, you will receive a confirmation email about joining the webinar. by us06web.zoom.us

Welcome! You are invited to join a webinar: The Build-Off: Inside the Strategic Playbooks of Two Rival Founders. After registering, you will receive a confirmation email about joining the webinar.

"Cheat on everything"

"F**k Slack"

👆🏼This is what I'm noticing in lots of "founder-led marketing"

It seems the playbook most early-stage founders are trying to follow is slapstick, shock factor (placated under the guise of "guerrilla marketing"). 

It's wrong.

They see Adam Robinson and his cease and desist feud with 6sense and think: "Ah! All publicity is good publicity!"

But that's not true. Adam has a massive following and he's brilliant at calculating what his audience resonates with: it just happens to be that sort of content.

When you copy the same playbook to an audience that doesn't resonate, you create a lot of noise and false progress, but struggle to actually convert.

The "cheat on everything" company? Repositioned to "an AI notetaker". The worst part IMO is that the audience who probably cares about call recorders the most (B2B companies) don't resonate with "cheating".

Build a brand that your buyers (and no one else) will care about.

"N$R is the most important metric a marketer should care about."

I was sitting in an Exit Five Drive session with our marketing team when this was said.

I was shocked to hear it.

Across 10 years in martech and agency life, net-dollar retention is something I had NEVER thought about.

But for the last three years, as a founder, it's the ONLY thing I've thought about.

Totally stealing that speaker's content, but here's why I agree that NDR is the most important metrics.

(But first — what is NDR? Let's say you start 2026 with 10 customers and $1M in ARR. If by the end of the year, you've lost 3 of those customers and the other 7 didn't expand, you're at 70% NDR. If by the end of the year, you've lost 1 customer but the other 9 upgraded to be worth $1.5M, you're at 150% NDR.)

Why I agree:
1/ NDR is a whole company health indicator. If you're below 100%, you're bleeding. You're losing customers faster than you can make successful customers pay you more. You're probably going to see shifts in the business, layoffs, etc.

2/ NDR is connected to CAC/LTV. The more a customer pays/expands, the better the ratio becomes of how much marketing and sales (or S&M for you finance folks) spent to acquire them. The healthier the ratio, the more likely you're going to get that budget you requested.

3/ NDR directly ties to culture. I have no evidence of this, but I'd bet my paycheck on it. Winning is more fun than losing. Every company I've ever worked at that had > 150% NDR was a BLAST. That means customers love you. Your product probably has PMF. CEOs tend to be slightly less [insert bad word here] when things are going well.

If you don't know you NDR, ask your CS leader (and push for it to be a metric that everyone knows about/talks about).

I went against every piece of conventional wisdom hiring Jess Cook as our first marketing hire.

She's got a content background. Not demand.
She hadn't owned the entire marketing funnel.
She was seasoned in brand versus leads.

The result? She was the best marketing leader we could have found.

Here's why:

1/ Authenticity
The Jess you see online is the Jess I see in meetings. When I'm fortunate enough to share a dinner with her, her incredible husband Brandon, and my wife the evenings go on for ages. There's something special about building with humans (and families!) that are salt of the earth.

Our customers, marketers, are salt of the earth. Creatives. Glass-half-fulls. They see themselves in her.

2/ Brand is the most important currency in 2026
Product is easy to copy. Awareness is not.

The world is filled with noise. Automation is only making it noisier. Standing out takes boldness. Jess dares to be bold. When she joined, I had the idea of using a ghost as our mascot. The rest? Our voice, our events, our brand, our content — her.

3/ Curiosity
Put simply, Jess is one of the most curious people I know. Not knowing how to do things makes her uncomfortable. And she has a bias for action in filling those gaps. Most things can be taught to those who are curious enough to learn them.

So was I genius for hiring her? No. I got lucky.

Am I incredibly grateful I did? You bet.

Jess, you are so deserving of this promotion and I can't wait to see what you and your team achieve in our next chapter!

Ya girl has a new title:
 
VP, Marketing at Vector 👻
 
And while I do my office chair happy dance, I see this as part of a larger and very exciting trend.
 
The next generation of B2B marketing leaders 𝘄𝗶𝗹𝗹 𝗯𝗲 𝗰𝗼𝗻𝘁𝗲𝗻𝘁 𝗺𝗮𝗿𝗸𝗲𝘁𝗲𝗿𝘀 because brand and storytelling have become non-negotiable for growth.
 
In a world where being forgotten is the most expensive problem you can have, the marketers who can: 
→ Tell a story that sticks 
→ Build brand that competitors can't replicate 
→ Create content that makes people feel something
 
... are the ones that smart founders and CEOs will want leading the charge.
 
So to all my fellow content people out there wondering if you can make the leap to marketing leadership:
 
👏 This 👏 is 👏 your 👏 moment.
 
Your ability to translate audience insights into ownable marketing moments is not a nice-to-have anymore.
 
It's the underpinning of modern marketing strategy.
 
And I'm crazy excited to keep proving it with the entire Vector team.

I have a thesis that some of the best marketers are obsessed with pop culture.

At Vector 👻 we have an entire channel dedicated to gossip called #scoop-there-it-is. It's pure mania.

I barely know what anyone's talking about in it.

But I noticed a trend: the most active participants in the channel are our top 1% of "right side brain" employees.

- Jess was telling us about "6-7" before my kids did.
- Sara was giving me the down low on Secret Lives of Mormon Wives before the tell-all was out.
- Meera was sharing news about how Github abandoned toast notifications in their UI (okay, not pop culture.. but do you know a more obsessed PM/Designer?!)
- Alex is constantly posting memes of Ben Affleck smoking cigarettes (yes, I'm checking on her to make sure she's okay...)

Here's my thesis. The best marketers (and generally, the best startup employees) know how to predict where the world is going. They stay up with the trends so they know how to set them.

So here's the question: how the heck do you interview for this?? Do we start asking people which franchise of Housewives they like the most??

After a year of helping 5,000+ customers with site de-anonymization, we've seen three phases of adoption maturity. 


𝗣𝗵𝗮𝘀𝗲 𝟭: 𝗔𝗱𝗱 𝗽𝗶𝘅𝗲𝗹 𝘁𝗼 𝘀𝗶𝘁𝗲 → 𝗮𝗹𝗲𝗿𝘁 𝘀𝗮𝗹𝗲𝘀
This is where most people get started, and there's no shame in that. 

Being able to pass high-intent visitors to your sales org is a great way to build pipeline. Sadly, it's the play almost everyone else is running. "I saw you visiting our site" is starting to get old. If you're going to run this play, make sure your messaging creates a feeling of serendipity (not creep). Afterall, seeing someone on your website is what's important to 𝘺𝘰𝘶, not your buyer.

𝗣𝗵𝗮𝘀𝗲 𝟮: 𝗔𝗱𝗱 𝗽𝗶𝘅𝗲𝗹 𝘁𝗼 𝘀𝗶𝘁𝗲 → 𝗮𝗱 𝗮𝘁𝘁𝗿𝗶𝗯𝘂𝘁𝗶𝗼𝗻
This is one of my favorite use cases!

Ad budgets are often a fairly large line item (and therefore super scrutinized). Being able to reveal who's clicking your ads (even if they don't convert), gives you two incredible playbooks:

1/ Next-generation attribution to prove that your ad spend is working. 

2/ An even higher quality signal to pass to sales. 

𝗣𝗵𝗮𝘀𝗲 𝟯: 𝗔𝗱𝗱 𝗽𝗶𝘅𝗲𝗹 𝘁𝗼 𝘀𝗶𝘁𝗲 → 𝘅-𝗼𝗿𝗴 𝗮𝗱𝗼𝗽𝘁𝗶𝗼𝗻
I'm starting to see a pattern in our top 1% adoption. 

Instead of Vector being purchased just by marketing, they get the buy-in from RevOps early. (Shout out Sara McNamara).

RevOps has such a fantastic view across the entire business. So they immediately start seeing opportunities on how site de-anonymization can help ads, attribution, PLG, sales, and even the customer team.

Example. At Vector 👻, we're running tons of plays using our pixel:
 • Open opp visitor → multithreading alert
 • Ad click → marketing attribution
 • PLG visitor → upgrade play
 • ICP → have rep connect on LinkedIn
 • Existing customer looking at playbooks → customer play

𝗕𝗨𝗧 𝗛𝗘𝗥𝗘'𝗦 𝗧𝗛𝗘 𝗖𝗔𝗧𝗖𝗛 😬

Enterprise adoption of site de-anonymization, requires enterprise capabilities. Each of these plays requires different information being sent to different teams.

For a year, we've had the ability to send different signals to different Slack channels, but the message was always the same. 😭

Until now! Starting today, our customers can customize what notifications look like so you can spend 2026 parsing through less noise and more time driving pipeline! Available in all plans!

Hey, real quick...
 
Josh and I are doing a LIVE episode of the podcast in T minus 3ish hours—sharing Vector's entire marketing plan for 2026: big rocks, goals, hiring, the whole shebang.
 
Would love for you to be a part of it if you're free at 12 noon ET. (And if you're not, register anyway so you get the recording!)

Hope you can make it! https://lnkd.in/g8GDaSw8

ScoutHouse Talent

ScoutHouse Talent builds high-performing GTM teams for organizations leading the charge in cybersecurity, duel-use, and software companies.

We support innovation-driven companies looking to unlock their next level of growth through revenue.

Our niche:
↳ ScoutHouse Growth: GTM (sales and customer success) leaders and ICs that impact the bottom line.

We’re your partner that removes hiring bottlenecks so you can unlock revenue to grow your team, move faster and crush your competition.

CEO & Founder

SecurityPal

Senior Engagement Manager

The 'why?' behind this role:
While I wouldn't trade the time I spent at Trend for the world, my time had come to an end. I was ready for something new and I craved being close to the customer again. I needed to be in front of customers and help solve their problems. A cold outreach that ended up in the CEOs inbox helped land me this job. 

After Trend, I profiled the type of company I wanted to work for, and cybersecurity was one of those spaces. Cybersecurity is growing in importance each day (I have a celebratory wall of all the "congrats on your information being breached" letters). This + getting in front of customers again led me to this role.

During this time I helped:
• First Engagement Manager (CSM) hire
• Helped document internal processes on Notion
• Retained customers through building strong relationships and delivering value
• Build out project plans mapped to customer success initiatives
• Collaborated and managed customer delivery teams for the success of the customer.

Engagement Manager

Trend

The 'why?' behind this role:
This was a role that I was able to get my hands dirty and provide outsized impact on the company. After we raised some pre-seed round, the Founder of this company and I built a plan to build out the CS team and business operations under me. The Founder and I also built out a strategic fundraising process to raise a seed round to continue to fuel our growth. If there we're gaps in the business, I would plug them with quick planning, research, and process.

After we successfully raised a $1.5M+ seed round, most of my time was spent building talent pipelines and acquiring talent. I used a combination of strategies to find and hire exceptional talent. This is where I started to obsess over what incredible talent meant for a business (I have tons of content recommendations on the subject -- just DM and ask!)

Shortly after my time at Trend, the business was acquired by Soona.

During this time I helped:
• Helped manage the back office of our Seed round + be a sounding board for our founder given my experience in the rooms of VCs.
• Sourced and hired various roles within the company (3x'ing the team with high-quality talent).
• Managed our key accounts for investor intros and close the largest deals at Trend.
• Find inefficiencies within the business and help automate redundant tasks.
• Built out the company financial model (FP&A), KPI reporting, and data collection process.
• Managed individual contributors while being a "player/coach" in my own role.
• Built and run marketing campaigns and enabled our growth consultant to help expedite achieving our aggressive KPIs.

I pride myself on being a mission-driven "Swiss army knife." Tell me the problem that keeps you up at night and I will find/implement an efficient solution to that problem.

Head of Operations and Strategy

Joined as employee #4.

The 'why?' behind this role:
I'd known Ramon, the CEO, for about a year and a half because Trend is a portfolio company of CF. We spent a lot of time together chatting about the creator economy and where it was going. Through our discussions, we discovered that I had experienced where he had gaps within the Trend team. He was searching for someone to take on their Customer Success function as they were starting to see sales starting to pick up. We got under the hood and I decided that the timing was right to join the operator side of the table.

Tasked with:
•	Onboarding Customers thru the first purchase
•	Implemented a Customer Feedback System
•	Managing Customer Support (reactive) + Customer Success (proactive)
•	Identifying and closing upsell opportunities
•	Improving Marketplace Revenue Retention
•	Building Efficient Internal Systems (first through manual work > find ways to automate)
•	Tracking & Improving Customer Success Metrics
•	Hiring the first Customer Success Specialist.

My daily goal is to ensure we retain both sides of the marketplace: brands and creators. My belief is that customer retention is the primary indicator that shows a product provides true value to customers.

Trend is building the world's largest content studio for brands, without having a physical studio.

Head of Customer Success

Capital Factory

The 'why?' behind this role:
Ever since my work at VisibleThread (first roles listed below), I've been passionate about startups. Oracle got me to Austin. The opportunity at CF allowed me to explore that passion. It was total luck I got this role (a story I'm happy to tell!) and I feel as though I got paid to receive an MBA while here. I learned so much and met so many talented entrepreneurs building interesting businesses. My goal from this role? Join a company as an operator. This eventually formed into, "join a super-talented team with early signs of PMF." This led me to Trend.

Tasked with:
•	Source companies for the CF Accelerator and CF Fund.
•	Perform due diligence activities on startup companies for the CF Fund.

Venture Associate

I think my relationship-building background, corporate background, & accounting/finance major made me a unique candidate for this role. Which quickly morphed into a more traditional Venture Associate @ CF.

Tasked with:
•	Source startups for the CF <> Daimler partnership

Venture Associate - MobilityX

Oracle

The 'why?' behind this role: 
This one is simple, it was a stepping stone to the burgeoning startup ecosystem I kept reading about in Austin, TX. A large corporate company willing to relocate me, educate me, and introduced me to new people (and lifelong friends). This was a no-brainer. 

I was originally hired for a BD role, but before I got there, they moved my "number" (intentionally or randomly) into the CSM bucket. The way I saw it, they were testing out hiring entry-level CSMs.  Before us, CSMs were usually folks that had 6+ years of experience. I quickly became thankful for this role. It led me to a customer-centric opportunity (a core value of mine) and taught me an incredible amount about delivering value to customers through software. 

Tasked with: 
•	Post Sales Management
•	Introducing key programs needed
•	Life-cycle Management
•	References
•	Renewals
•	Expansions
•	Executive Communications

Customer Success Manager - CX

VisibleThread

I officially have the bug. I loved (and still love) working for a small, scrappy startup. I worked with VisibleThread for another year through the Summer and Senior year of college.

Tasked with
•	Responsible for U.S. sales with small and large government contractors. 
•	Face-to-face presentations and perform remote product demonstrations.
•	Increase YoY personal sales by 300% in the Summer of 2015
•	Established and maintained relationships with customers
•	Developed sales leads using LinkedIn Sales Navigator

[This is also where I learned you can work from anywhere with a wifi connection. Lewes is a beautiful beach town. If I had to guess, we were likely the only people who work in Tech there full time]

Inside Sales Representative

The 'why?' behind this role:
A family friend, and now mentor, saw something in me and took a chance on me. He opened the door to a BD/Sales internship that changed the trajectory of my life/career. Before this opportunity, I was solely focused on finding accounting/finance internships. After this role, that focus quickly shifted to building customer relationships and solving their problems. 

I took it because I was always curious about sales, but I didn't have any family members in sales and there was no major for it. I saw this as an experiment to learn and be exposed to something new. 

This role also introduced me to the world of startups, which I didn't know existed before joining this one.

Tasked with:
•	Establish and maintain relationships with customers
•	Closed sales to SMBs in first Summer
•	Perform product demonstrations
•	Set up and worked Association of Proposal Management Professional (APMP) trade show booth
•	Assist face-to-face sales meetings

Sales Intern

I’m the Co-Founder of ScoutHouse Talent, helping technology companies build high-performing GTM teams… without the baggage

Coming from the startup world as a VC and Operator, I’ve had a front-row seat to see what makes great companies accelerate: the right problem 🤝 an exceptional team. 

We’re channeling that experience plus the 10+ years of experience our team has recruiting talent that transforms companies.

Our mission is to make high-impact connections that GROW businesses and increase the bottom line.

Our process begins with a proprietary Ideal Candidate Profile for all positions. Once we’ve run through this discovery, you’ll start receiving pre-vetted candidate profiles in 10 - 14 days, if not sooner.

Recent results from our team:
↳ Director of Tax at a Fintech startup ($47.5M raised)
↳ Global Head of Account Management at SaaS Ops startup ($13M raised)
↳ Full Stack Engineer at a HealthTech startup ($98M raised)
↳ AE at an AI Data startup
↳ Alliance Manager at a Cloud Infra startup ($49.5M raised)
↳ SDR Manager at a LegalTech SaaS startup
↳ Enterprise AE at an AI LMS startup

Finally, and this can only be experienced, we’re going to redefine your understanding of true "partnership”. While hiring isn’t always “fun”... we’re going to have some fun along the way.

The ScoutHouse Promise: transparent, efficient, ethical recruiting.

Industries Supported:
↳  Cybersecurity
↳  SaaS
↳  Energy Technologies
↳  Aerospace & Defense

Want to see how we can partner?
Email me at jamie@scouthousetalent.com or message me on LinkedIn.

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The Battle

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