Pranav Piyush

The martech industry is broken, and I’m devoting the next 15 years of my life to fix it.

After a decade leading growth and marketing teams at places like Dropbox, Pilot, Magento and BILL, I realized there was no measurement tool on the market that was statistically valid, simple and holistic. 

So I went and talked to every CMO and VP of marketing in my network. Their number one complaint? Attribution. 

And this is why we built Paramark.

Because I believe that measuring your marketing efforts is not that hard. 

Through the power of MMM, experimentation and data science, we’ve created the holy grail of measurement tools. So marketers like you can confidently understand the impact of your marketing investments – and communicate them to your CFO and CEO.

Learn our method at Paramark.com.

Co-Founder & CEO

Before starting Paramark, I spent the last decade leading growth and marketing teams at fast-growing companies like Dropbox, Pilot, Magento, and BILL.

During that period, we evaluated hundreds of martech tools and, for the most part, were sorely disappointed. Here's why. We found few solutions that could handle the needs of fast-growing marketing teams. They were either incomplete, hard to use, or claiming things that were just flat-out wrong!

This trend is especially true for marketing analytics. Synthesizing and analyzing marketing data to understand effectiveness should be a solved problem. After speaking to hundreds of marketing leaders at some of the fastest growing companies, I was honestly surprised that the truth is far from it. Understanding and communicating the return on marketing investment continues to be one of the top challenges for marketers.

That's why we decided to build Paramark. Our goal is to help fast-growing marketing teams measure and forecast the impact of their investments, unlocking sustainable growth.

10 marketing predictions for 2026 that I'm willing to bet money on. Trigger warning... this ain't for the faint of heart.

1. The volume of em-dash hating posts will not reduce this year

2. Gullible marketers will keep being sold advanced attribution and ai software to solve their growth problems

3. Most marketers will not speak to any real customers or do any real research for weeks (or even months) at a time

4. Also, most marketers will STILL not study the fundamentals of psychology or economics to improve their work

5. Most marketers will continue NOT influencing pricing, product, or business model and yet be given larger and larger revenue goals

6. Many will try using AI for content and then give up when it produces sloppy output and then whine about how AI is no good

7. Lots of gurus on LinkedIn and X will claim they've found the trick for 10x-ing growth in 2026 with some new advertising or growth strategy

8. Brand marketers who don't embrace measurement will struggle to make an impact

9. Performance marketers who don't embrace long-term thinking and "brand building" will continue to hit diminishing returns

10. CMOs who don't spend time educating the CFO and CEO on how marketing actually works, while also driving clear evidence-based growth, will lose their jobs

CEO @ Paramark | Marketing measurement that CFOs & CMOs trust

Marketers deploy $1 trillion/year in capital. Very little of it is analyzed correctly.

What's worse? There's an additional $500B spent on ops, staff, research, and analytics... and it's still a mess.

We’re fixing that — and 2026 is when it accelerates.

If you’ve ever wanted to help build the operating system for modern marketing, this is the year.

In 2026, we’re making three big investments:

1. Product. Expanding our platform to radically shorten the path from idea to launch, with finance-grade measurement our customers already trust.

2. Go-to-market. Scaling sales with senior leadership, new hires in SF and NY, and a dedicated events & partnerships motion.

3. Solution engineering. Growing the team that owns the full data stack — from validation and modeling to automation — turning complex marketing data into decisions people can act on.

If this excites you, check out our careers page... or help us spread the word. 🙏
https://lnkd.in/giVpNhiQ

SaaS Marketing and Sales | Sr. Marketing Manager @ Airmeet

I help SaaS and high-growth companies build and scale their GTM engines to drive revenue and customer adoption. With 10+ years across startups and scale-ups, I’ve managed $10M+ in pipeline, doubled company revenues, and led teams of 25+ across marketing, sales, and operations.

I specialize in:
– GTM Strategy & Execution (pipeline creation → closure)
– SaaS Growth, Partnerships & Account Expansion
– AI & Automation in GTM Ops
– C-level Engagement & Enterprise Account Management
– Team Building & Leadership

Passionate about AI, customer success, and building people-first GTM systems that deliver growth at scale.

Kabir Uppal

I’m really excited to share that I'm joining inFeedo AI as Head of GTM.

Over the last 10+ years, I’ve been in sales, marketing, account management and product roles. I've learned that the best work happens when you're building something that matters and that you believe in. Not just hitting revenue targets, but solving problems that affect how people experience work every single day.

inFeedo's Amber helps organizations have real conversations with their people at scale. The kind that surface what's actually happening before someone decides to leave. The kind that let HR teams act on signal, not just annual survey data.

The work itself that brought me here is really exciting. I'll be working across product, CS, sales, and marketing to figure out what we should build, for whom, and why it matters. Not just to customers, but to the revenue equation too. That cross-functional mandate is the kind of challenge I've been looking for. The kind of challenge that gets you thinking constantly about value creation on both sides.

My first week was the quarterly kickoff. I got thrown into the deep end in the best way possible. The team is sharp, passionate, and genuinely warm. The kind of people who care about building better workplaces, not just selling software. They have exceptional expertise in employee experience and understand the challenges of people leaders deeply.

Most people on the team have been here 3+ years. In this industry, that says everything about the culture, the mission, and the leadership.

I'm walking into 250+ enterprises already trusting this platform. The AI works. The scale is real. Now it's about making sure we're building what matters most, telling that story clearly, and helping more organizations create workplaces where people actually want to stay and thrive.

If you're working on or thinking about employee experience, retention, or just trying to figure out how to keep your best people engaged, let's talk. I am particularly interested in talking to leaders and operators that are thinking about the how, when, why, what of communicating with their teams.

If you’re a people leader or know HR leaders in your network, please tag them or connect me, I have a lot of catching up to do :).

Really grateful to Nishchal Dua Rohit Gupta (RGP) Tanmaya Jain Varun Puri Palash Jain Omkar Pradhan for the opportunity and a seamless interview and onboarding experience.

Here we go...

👉🏼 Growth & GTM Strategy | SaaS & AI | Revenue, Partnerships and Ops Leader. I help build and scale GTM Engines to drive pipeline and revenue...✨

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After an incredible run, I'm moving on from Spark Eighteen.

Working with Aayush to build the GTM and partnerships engine from scratch taught me more about early-stage hustle than any playbook could. Watching him build a bootstrapped, profitable business with conviction over the years - all while taking bets on some awesome people was a masterclass in founder leadership. Watching the company grow from WeWork to that beautiful new office space was something special.

To the team - Rishabh, Amit, Lalit, Arpit, Sivaranjan, Nikhil Ahuja, Suhrd, Ankit Sahitya, Himanshu, Kyle and so many more talented folks - thank you for letting me jump into so many customer projects. Collaborating with you all on proposals, seeing them come to life as we kicked off builds, being close to how products actually get made... that's what I'll carry forward.

To the customers and partners who trusted us - working with you reminded me how much I love being in the thick of building things.

I'm in onboarding at a new company right now and genuinely excited about this next chapter. 

Will share more in the next few days.

Grateful for this one ❤️

I've had Wispr Flow sitting in my trial downloads for weeks.

Heard about it on Lenny Rachitsky's podcast. Saw the founder's posts. Watched operators I respect rave about it. Still didn't touch it.

Then yesterday, driving home from work, I needed to hammer out tactics for something urgent. Couldn't wait. Couldn't type.

So I opened Wispr Flow.

Talked through my thoughts while driving. The transcription was scary accurate. Pasted it into Claude. Went back and forth refining ideas. Got real work done in a context where I'm usually just stuck with my thoughts.

I almost didn't use a tool that genuinely made me faster. Not because it wasn't good. Because I didn't give it a real shot.

We do this constantly as operators. Sign up for trials. Bookmark tools. Follow founders and creators. Then let everything sit unused while we complain about being overwhelmed or behind.

2025 moved fast. 2026 will be at lightning speed 😅 . AI tools aren't slowing down. The gap between operators who experiment and operators who watch is widening.

The unlock isn't finding the perfect tool. It's actually testing the ones that might work.

Pick one thing you've been meaning to try. Use it for a real problem this week. Not a demo. Not a test run. An actual task.

You'll either find something that makes you faster, or you'll know it's not for you.

Both beat letting it collect dust.

Moving from quick sales cycles to enterprise deals isn't just about patience. It's about unlearning many things you know.

I've spent years in environments where PLG motions and quick sales worked. Selling to SMBs means velocity. The feedback loop was fast. 

You'd see what worked, what didn't, and adjust quickly.

Now I'm at inFeedo AI as Head of GTM, focused on a new product selling to enterprise customers with larger ACVs and longer sales cycles. And the shift is real.

The cycles are longer. The effort to close big deals is different. You're not targeting one person anymore. You're working with multiple stakeholders, each with their own priorities, their own definition of value. A feature that excites an end-user might not matter to the CFO. What the CTO cares about isn't what keeps the CHRO up at night.

As a GTM operator, my job is to figure out how we show individual value to different members of a buying group. What messaging lands? What research and intelligence do sales and CS need to close and expand accounts? How do we position this across functions?

It's amazing how cross-functional this all gets. Product needs to understand what to build and for whom. Marketing needs to know how to message. Sales needs to qualify and close. CS needs to expand. And I'm in the middle, trying to connect all of it.

But here's the part no one talks about enough: You're joining an existing machine. This isn't about building an enterprise GTM motion from scratch. It's about coming into something that's already running and figuring out how to assimilate while making an impact at the same time.

That means earning trust with people who've been here longer than I have. It means learning how things work before I can effectively shape strategy. It means balancing "this is how we do it" with "here's what I see."

And honestly? I'm in week 2 and still figuring it out. I'll probably be figuring it out for a while. 

I need to make an impact from a messaging and pipeline perspective, but I also need to understand the machine first. Those two things are happening at the same time, and the tension is real.

Velocity, progress and success may have different definitions. I'm learning what those mean, while trying to identify what I will need to unlearn. 

Rushing into it may be unwise and overwhelming, taking it too slow may mean delaying impact. 

If you know me you know I'm an enthu cutlet and a glass almost full kind of guy so I'm going into this a little nervous but with a smile on my face.

If you've made a similar move into enterprise GTM, I'd love to hear how you navigated it. What did you unlearn? What surprised you most?

#GTM

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