Drew Spencer Leahy 🏒📈

Common Room

Product Marketing

WatermelonPMM

Website product marketing sprints for B2B startups and scaleups:
We create website product marketing content that’s clear and convincing to your ideal buyers so your differentiated value stops going unnoticed.

Short sprints, by design
We work in 2 week (min) to 3 month (max) sprints- for good reason.
--> No curse of knowledge
Expert blindness turns clarity into ambiguity. We may work together twice, but always with fresh eyes.
--> No tinkering
Tinkering is fun, just not effective. Short timelines create a bias toward action- for everyone. 
--> No wasted spend
Here when you needs us, not when you don't. No retainers. No W2s. No pressure if we don't like each other ;)
--> No handcuffs 
Startups and scaleups change- a lot. Short sprints ensure we can adapt when you do, which may be often.

Website product marketing sprints

HockeyStack (YC S23)

--> Founding product marketer
--> Marketing analytics, attribution, incrementality, MMM

Head of Product Marketing & Competitive Intelligence 

KlientBoost

--> $20M ARR
--> $150K monthly new logo MRR
--> Voted #1 Best Place To Work by Glassdoor

The performance marketing agency that moves fast and breaks things... Like sales records, plateaus, and your competitors' hearts. The only things we don't break? Our promises and the bank

Director of Marketing

PatientNectar | Content Studio

*acquired 2023

We're not an agency; we're a content studio.

We plan and produce limited-supply content that fills critical gaps in your practice's marketing program that agencies or in-house teams aren't equipped to fill. Because marketing in a world where no one cares what you shared yesterday will never work without quality, volume, speed and consistency, no matter how many agencies convince you otherwise.

Head of Product and Product Marketing

DrewLeahy.com

Pushing marketing forward by taking a step backwards: marketing fundamentals. 

- Product marketing
- Brand marketing 
- GTM strategy 


DrewLeahy.com

Marketing Fundamentalist

Incredible Marketing

Content Marketing Manager

SEO Lead

Product Marketing @ Common Room | Founder @ Watermelon PMM

Sow the seeds of empathy.
Fear the mediocre.
Cuddle with serendipity. 
Inspire the Uninspired. 
Read so that you can write.
Starve the Ego; feed the Soul.
Don't mistake activity for achievement. 
Learn the tricks, but not at the expense of the trade.

 <3

Excited to finally announce I've joined Common Room to lead product marketing!

Why this was the easiest decision of my life:

→ Leadership:
I was so impressed by Linda Lian, Kevin White, Bowen Pan, Matzen Shirley, Eric Wendt, and Rebecca Marshburn while interviewing that I cancelled my final interview at another big tech company. They set the bar, no one came close.

→ Alignment:
Everyone shared the same passion, enthusiasm, and alignment for how Common Room is fixing broken go-to-market. I have never seen this much alignment on vision, product, and strategy- ever.

→ Product:
The best product doesn't always win, but it makes it a lot easier. Hands down the most impressive product engineering team in go-to-market. This product is miles ahead of the competition.

→ Speed:
I spoke with Kevin late one Friday. By the next Friday I had five interviews down and an official offer on the table. Speed doesn't come from moving fast; it comes from moving together.

→ POV:
And last, POV on the current state of GTM...

Our instinct tells us to fix our underperforming go-to-market with more point solutions, better copy, new channels, different creative, a new agency...

But none of those superficial tactics fix the root problem plaguing GTM teams: an inability to collect and operationalize real customer intelligence.

GTM teams need a center of gravity: a platform that consolidates bloat and turns customer signals into actionable customer intelligence by...

→ Aggregating all available customer signals, not just some of them: from website activity and product usage to Slack comments and LinkedIn organic posts

→ Connecting those signals to real, identifiable people long before they reveal themselves with a form fill

→ And making it easy for everyone on the GTM team to surface and action that intel on their own, within the same platform, and without a manually wrangling data or engineers

And that's exactly what Common Room does.

Stay tuned! We're just getting started :P 
 
h/t to Jared Robin ⏭ for making the initial connection <3

Drew Spencer Leahy 🍉

I've done some of my best work marketing products that solved a problem people didn't know they had.

Incredible work, I might add.

All the messaging.
All the copy.
All the enablement.
All the content.
All the damn things.

But it didn't matter. Nobody bought.

Why though?

Because marketing is a relatively weak force.

That doesn't mean our jobs don't matter. And it doesn't mean that "weak force" can't drive millions in revenue.

Our work does matter, and influencing the most minuscule amount of behavior can drive millions in revenue.

But everything we do in marketing pales in comparison to picking the right problems to solve in the first place.

Supplying the right market demand has more influence on growth and marketing effectiveness than anything else.

You can take a world-class team of marketers doing world-class marketing and NEVER get a product off the ground if it doesn't supply high market demand.

But you can take an average team of marketers doing average marketing and CATAPULT a product off the ground if it supplies high market demand.

Solving problems people don't know they have and expecting tactical brilliance to move people from problem unaware to in-market is the quickest path to defeat.

There is no such thing as creating market demand (emphasis on market demand, not demand for your brand) 

It either exists or it doesn't. 

So before you ask how you can do better content, better ads, better community, better enablement, or better messaging...

Ask yourself, "Our we solving problems that a lot of people really need solved?"

Supplying the right kind of demand is your force multiplier.

Don't overlook it.

Six reasons why I ignore marketing benchmark reports and you should too.

→ Sample selection bias
You are not the businesses being benchmarked, therefore results do not reflect your real-world results. Do you and the sampled businesses have the same motions, customers, products, industries, regions, and budgets to make the results representative? Doubt it.

→ Averages
Averages mislead. They provide a summary measure (usually without standard deviation or visualization) that doesn't reflect any one business's truth. Plus, there's always skewed distribution in benchmark reports, which means outliers bias averages drastically. So, averages aren't even averages. 

→ Data manipulation
This happens- a lot. Missing a dataset? Let's just extrapolate. Something in the spreadsheet not doing what it's suppose to? Let's just average it. Where did X data go? Let's just remove it from the report. Yikes. Data massaging happens all the time and you'll never know.

→ Lack of transparency
Lack of transparency around data collection, data processing and interpretation, modeling assumptions, and participants. Oftentimes confidentiality prevents full transparency. But without access to the underlying data, how can you verify results? You can't. If you could, you'd never see a benchmark report again.

→ Oversimplification
Most egregious in our field: benchmark reports ignore the nonlinear nature of marketing effects. Instead, they crudely reduce results to single numerical scores or metrics. Truth: X does not lead to Y in a linear fashion— not in marketing, not ever.

→ Publication bias
When someone conveniently leaves out a portion of the results because it doesn't reflect favorably upon their business or what they're peddling. Yup- you will never know.

Fact: It is entirely pointless and unproductive to compare yourself to another company's benchmarks.

There is only one thing you should benchmark yourself against: you yesterday.

What were your results yesterday? <—- That's your benchmark.

Stop using benchmark reports to guide strategy. You will fail.

Stop using benchmark reports to defend your POV and confirm your bias. You will look inexperienced (and piss off your co-workers).

And stop using benchmark reports to promote conformity to industry norms and best practices when you should be promoting creativity and innovation.


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