Classy

Lead Product Marketing Manager

Product Marketing Alliance

Podcast Host - Product Marketing Life

Ambassador

Dataro

Dataro leverages AI and machine learning models to offer fundraising predictions for nonprofits.

I joined as the founding PMM with goals to: 
• Own and drive GTM strategy for our machine learning & GPT products as we expand into the US Market. 
• Execute product launches and product-centric campaigns, laying the foundations of the GTM process.
• Build the product marketing function out from the ground up.

Product Marketing Manager

Oncue

I came on as the founding PMM at Oncue, a Series-A startup serving moving company owners with an industry-specific CRM and white label booking service. 

I focused on: 
•Naming, re-positioning, and driving GTM for our core service offering, shifting our company position to move upmarket. 
•Determining and driving team-wide alignment on Oncue's ICP
•Overseeing and executing product and feature launches, building the foundations of our GTM process. 
•Driving a change in pricing strategy, increasing average customer MRR by 150%
•Building out sales enablement, re-building the demo experience and equipping the team to handle newfound objections as we moved up market.
•Building a new Product Newsletter to showcase product features and value to customers and prospects. 
•Shifting our service offering into the foreground of Oncue's marketing.

All of which resulted in our highest MRR quarter ever as a company and a 67% increase in customer LTV.

Subsplash

•Functioning as the voice of our customer within the marketing and product teams, working to keep a current pulse on customer sentiment, problems, and needs utilizing interviews and customer data. 
•Crafting timely go-to-market strategies for current and forthcoming products and features.
•Creating and owning positioning and messaging for our core product suite and smaller products on the Subsplash Platform, with an eye to both our current audience and future audiences in other industries.
•Functioning as the liaison between Marketing, Sales, Product, RevOps, and our customers, synthesizing observations and needs from each and reflecting them in product go-to-markets and product roadmaps. 
•Creating internal and customer facing assets across multiple mediums (slide decks, written docs, etc.) and channels (email, web, blogs, social, webinars).
•Partnering with our sales and customer success teams, enabling them to drive greater sales and upgrades

Ramsey Solutions

• Overseeing end-to-end workflow and execution for B2B, B2C, and Product Marketing teams made up of designers, writers, developers, and marketers, suggesting and collaborating with the teams on potential improvements.
• Anticipating and identifying project needs and blockers in order to execute on marketing priorities.
• Managing and creating visibility of team work utilizing Jira in order to scope and phase projects and to set team member and stakeholder expectations.
• Driving communication across all teams working on deliverables, aligning to business and customer needs
• Scheduling and running all necessary meetings to execute on projects on time.
• Coaching the team in agile practices to deliver the best solutions to our customers quickly and efficiently.
• Owning metrics and cadences for team delivery, efficiency, and workflow, including daily stand-ups, weekly ideations, weekly commitments, and bi-weekly retros.

Digital Project Manager

Bridgetown Church

• Creating and overseeing a pathway for recruiting, onboarding, training, developing, and ongoing support of 130+ group leaders and 20+ leadership coaches.
• Regular teaching and instruction responsibilities, including writing and teaching of curriculum, facilitating leader trainings (10-70 people), and teaching for large gatherings (400-600 people).
• Mentoring and coaching of leaders and coaches, balancing care for them as individuals and addressing the immediate challenges and crises in their areas of leadership.
• Creating, executing, and continually refining a tri-annual training for new volunteers,
• Functioning as a content writer, contributor, and editor for online curriculum site
(practicingtheway.org)
• Providing oversight for and executing the integration of 300-500 individuals into geographically-based
small groups each year
• Managing consistent communication to all volunteer group leaders regarding upcoming events, curriculum, and other non-profit happenings

Director of Communities

Apple

• Creating energy and excitement around Apple products and providing individualized customer solutions in a fast-paced, people-centered environment.
• Working in collaboration with the Apple Business team to support the ongoing needs business clients
• Assisting customers by advising, selling, and setting-up their devices, troubleshooting customer difficulties
as needed

Apple Retail Specialist

Lead Product Marketing Manager at Classy/GoFundMe | 🎙️ Host of Product Marketing Life podcast

Hey there, I'm Collin. I'm a Product Marketing Manager based in the greater Nashville area.

At the risk of sounding dramatic, getting laid off is a traumatic experience.

My first layoff kicked my teeth in.

As a single income family, I felt a massive weight on my shoulders. 

I left a very stable job to take a chance on my career and my mind was racing with:
“Did I eff up?”
“Did I make a huge mistake? 
“Was that a selfish move?”
“Will I land another role like this?”

But it wasn’t just me that was affected.

At the time my wife was 6 months pregnant. Her OB dropped her at 32 weeks because we applied for government health insurance.

So I had a very pregnant wife, a 3 year old daughter, and a son on the way… with no income and no health care provider for my wife. 

It was one of the most stressful times of our lives.

My second layoff sucked too, and severance was slimmmmm.

Both were with zero warning.
Both were after months of positive feedback.
Both were after seeing big wins in my work.
And both have stuck with me. 

What I’m getting at is that, for many of us, layoffs aren’t a casual loss. 

They’re a “little t” trauma.

I still worry whenever an impromptu meeting comes up on my calendar.

I still second guess every career move I make, fearing I’m being too risky. 

I still think “do you have a few minutes for a huddle?” is code for “you were impacted.”

My wife still has anxiety that I could get laid off.

And, in a job I’m absolutely loving, I worry that it’s too good to be true and that the shoe is going to drop at any moment. 


Layoffs were a trauma for me and my family. And I have a strong hunch they are for a lot of other people too. 

So, if you’re on the hiring side of the house…

For the love of all that is good, don’t over-hire. Don’t take on people you can’t afford to keep for a long time. 

If you have a seat at the strategy table…

don’t plan for team expansion if you don’t have some money in the bank and strong ARR. 

If you’re in people ops during a RIF… 

go to bat to provide amazing severance for your people. Cover their insurance. It makes a huge difference. 

And if you have gone through a layoff…

it’s okay if it feels like a trauma.  It sucks, it’s stressful, it’s disorienting, and more often than not it had nothing to do with you. Go easy on yourself. 💙

Collin Mayjack

I’d love to help someone get a job.

My buddy and two-time former colleague is hiring for a junior marketer.

Someone who:
- has some experience in paid ads
- is interested in faith/church tech
- and is maybe looking to break into tech 

Job is remote. US only.

Know someone?

Feel free to DM me or tag them below. 👇

Edit: 

If you DM me, would love to hear about:
- your marketing experience
- a high level view of your relationship to the church world (don’t need any hot goss, but connection/understanding of the US church market will be important.)

What are the responsibilities of a junior marketer?

What are some examples of faith/church tech?

Here’s an underrated feature in Gong:

Call playback in the Gong Mobile app.

I’ve used a few different call recording platforms in my PMM career:
- Fathom - AI Meeting Assistant has a decent feature set and is hard to beat for the price.
- Zoom Revenue Accelerator is… 😬 

But let’s just focus on the Mobile experience.

When I had Gong, I could listen to calls anywhere and everywhere. 

 I would listen while driving, working out, mowing the lawn. It was awesome. 

But on other platforms (one that rhymes with broom in particular), it genuinely feels like the product team doesn’t want me to listen to calls on the go.

There isn’t a dedicated listening area in the mobile app.

The mobile browser experience is glitchy and hard to navigate.

It’s a bummer.

These products were born out of remote work. 

And yet, these platforms haven’t adapted their product to accommodate for listening in a remote world. If you want to listen to call recordings, you have to be glued to your desktop. 

For me personally, the result is:
1. A less useful product overall, and
2. I’m not spending the time in the product I otherwise would.

Maybe I’m in the minority, but that feels like a miss. 



Anyway, for those of you using Gong, happy listening 👂

For those of you who had a vested interest in my California burrito journey: mission accomplished. 🌯 ✅ 

Excited for a full day with the Classy marketing team.

A lot of my most creative thinking happens while riding my lawn mower. 

That doesn’t sound as cool as saying it happens during my 5am meditation while drinking mushroom coffee…

But it works for me. 

I’ve gotten inspiration from podcasts,
dreamed about passion projects,
come up with campaign ideas,
and let all the dust of my busy mind settle while driving a mower. 

Happy Sunday. ✌️ 



Today marks 30 days at Classy.

In my first 30 days I've:
- Met with my team
- Tried to wrap my head around our product
- Prepared for launching the first product in a new line products
- Consulted on breaking into a new vertical
- Helped coordinate a test for a product we're working on
- Flown to San Diego to meet the marketing team in person
- And helped ship a new product page (little glimpse below)

Feeling grateful, like the time moved fast, and like we're just getting started. 😈 

Here’s one massive shift I’ve picked up on going from PMM at a start-up to PMM at a midsize/large company: 

The shift in focus from marketing externally to marketing internally.

When you’re at a smaller company or startup, you are simultaneously the GTM strategist AND the one executing on that GTM strategy. 

Much less internal communication, explanation, and negotiation are required because you will be the one to execute. (And you already love your ideas, right?)

In a larger company, communication, explanation, and negotiation are half the job.

It’s not a one-person show.
You’re not building all the assets. 

You have team members who own demand, sales enablement, creative, web, etc. (not to mention roles you didn’t even have to think of in a small org, like PR and legal)… all of whom have their own goals, KPIs, and opinions.

You come up with the strategy, but after that the bulk of your job is getting the team aligned on that strategy.

You can get by with minimal communication in a smaller company.

But in a bigger org…

You become a master internal marketer or your strategy will never make it to market.

That’s the choice. 🫡

I didn’t take any good photos with our team this week, but this photo says a lot.

On Tuesday the Classy marketing team spent hours talking about headwinds (i.e. the stuff that is hard).

Headwinds we’re facing within our team.
Headwinds we’re facing outside our team.
And headwinds we’re facing in the market. 

People were reaaaal honest. 

As the new guy, one of my co-workers asked me, “did today freak you out?”

Here’s why I said “no”:

I’ve been in enough companies to know that every company (even your dream company) has its issues. 

Tbh, most companies are a mess.

But what makes the difference is:

1️⃣ The space leadership does (or does not) make to talk about it, and

2️⃣The action they do (or do not) take to address those problems.

It doesn’t have to be all at once, but there has to be movement.

It’s a little early to tell about 2️⃣, but based on the candor, curiosity, and openness in 1️⃣… I have  a good feeling about where we’re headed.

Let’s go, Classy. 💚

"𝙽̶𝚘̶𝚋̶𝚘̶𝚍̶𝚢̶ ̶𝚌̶𝚊̶𝚛̶𝚎̶𝚜̶ ̶𝚊̶𝚋̶𝚘̶𝚞̶𝚝̶ ̶𝚢̶𝚘̶𝚞̶𝚛̶ ̶𝚙̶𝚛̶𝚘̶𝚍̶𝚞̶𝚌̶𝚝̶.̶"
NOBODY CARES ABOUT YOUR VISION. 

For today's episode of Product Marketing Life I sat down with the king of figma himself, THE elder emo.... Anthony Pierri 🎸

And I had so much fun.  

Anthony and I talked about:
- midwest emo,
- why your vision doesn't matter, 
- finding clear homepage messaging, 
- transitioning from ministry to product marketing,
- what product marketers can learn from the Baja Men,
- and a lot more. 

Give it a listen on Apple Podcasts, Spotify, or on the Product Marketing Alliance site.

Spotify Link:
https://lnkd.in/eTwcXpjX

Someone recently asked me my advice for early stage founders & PMMs who are crafting messaging.

If I had to boil it down, it's:
1) clarity is king/queen. 
2) go unique or die. 

On clarity...

Don't sell a vision. Don't go aspirational. Don't go woo-woo or witty.

Tell your customer: 
- what your product does, 
- who it's for, 
- and how it's different. 

Nail that and, assuming you have a good product, you will be moving in the right direction. 

On being unique...

So many founders want to copy strategies of the giants in their category. 

They think that if they just write the blogs, make the hype videos, do the event, etc., they'll succeed. 

But nobody gives a shit when a tiny, rinky dink company says or does the same thing a giant does. They'll happily let the giant do that. 

If you're an early stage company, you need a strong, unique point of view. 

Frame the problem you solve by saying what no one else is saying. 

You SHOULD piss off about 10-20% of the market. But the other 80-90% will love you. 

And what you lose in haters you'll more than make up for in fans.

That's my 2¢.

Let me know what you'd add in the comments 👇 

Landing in San Diego to meet some Classy folks for a few days at our marketing onsite.

Looking for a California burrito asap. 🌯

Should your marketing team future-sell? (i.e. should they talk about products and features that are not yet available in product?)

Here are 4 questions to ask that could guide your team's decision:

1. Have we clearly sold the present?

If you're confident that:
- your messaging is clear,
- your differentiation is obvious,
- and that your prospects clearly understand your product in it's present state...

You could begin exploring future-selling. Otherwise, future-selling is like hanging pictures on the wall when you haven't built your foundation.

2. What does the market expect of our category?

If prospects are beginning to expect features that your product lacks, but your product team is actively working on those features, it could be worth letting prospects know.

It would be a shame to lose a deal over a feature that is right around the corner.

Which leads to...

3. How confident are we that the roadmap will remain unchanged?

Product teams promise features "next quarter" all the time.

In reality:
- roadmaps & priorities change,
- resources get shifted,
- and tech debt catches up.

In general, humans are awful estimators. If you're going to future-sell a product or feature, you need to be confident that your team is going to deliver on it.

and finally... 

4. Will future-selling undermine our future launch?

If you start selling the future now, the future might lose some of its fizz. 

If your team finally launches that feature they’ve been working on, and your team has been future selling it for 9 months, then your customers are just going to say “so what?”

Or what if a competitor beats you to the punch?

Don’t future-sell your entire roadmap. 


So is there a hard rule on future-selling? In my opinion, no. But your team should ask:

1. Have we clearly sold the present?
2. What does the market expect of our category?
3. How confident are we that the roadmap will remain unchanged?
4. Will future-selling undermine our future launch?

Have more thoughts on future selling? let me know in the comments. 👇

My resume breaks the resume “rules.”

Right or wrong, I’ve had a few aspiring PMMs and tech marketers reach out to me for resume advice, and all I have to work off is the fact that:

- I’ve had to get a few jobs the last few years
- the resume I used to do it breaks the rules


Here are the “rules” my resume breaks:

1. “Resumes should be one page”

My resume is two pages. One page for all of my work history, one page for “work (a taste of the work I’ve done)”

It’s full of examples of past product launches, ICP breakdowns, and GTM strategies… all with hyperlinks. 

Almost every hiring manager I’ve interviewed with referenced this section and looked at my past work. 

2. “Resumes need a headline and skills section.”

My resume jumps straight from my name and contact info to my work history. No fluff.

3. “Resumes shouldn’t have links”

My resume is riddled with hyperlinks to past work and LinkedIn posts, both on my experience page and on my past work page (see below).

4. “Resumes need exact dates.”

My resume only lists years, no months. (Thanks to Madison Leonard ☀️ for this tip)


I probably missed a few, and recruiters might have some feedback on it, but this resume has worked for me.

Anyone else out there breaking resume rules?

What do the Baha Men and Stripe have to teach product marketers?

Anthony Pierri 🎸 was such a treat to chat with for this week's episode of Product Marketing Life. 

New episode drops tomorrow. 👀

Godspeed to the AEs at Okta out here taking meetings with the "I'm just here for the cold brew bundle" prospects. 🫡

I ❤️ therapy.

I also ❤️ Product Marketing.

Sitting down with Maggie Bean was kind of like a bit of both.

You could call it Product Marketing Therapy.

This week's episode of Product Marketing Life went live yesterday! Give it a listen on Apple, Spotify, or on the Product Marketing Alliance website. 

Zero fun is being had on the Product Marketing Life podcast.

 ❌ 🙅‍♂️ ❌ 

But for real, I really do have so much fun doing this. I'm pretty lucky to have a regular excuse to talk to some brilliant product marketers. 

The lineup for the next couple of episodes is 🤌

Maggie Bean
Jason Oakley & Aubrey Chapnick
Madison Leonard ☀️
and some more gems are all in the queue.  👀 

TFW someone says "people don't buy features, they buy outcomes." 

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