Strategic Market Positioning:
A GTM Initiative

Bringing structure to complexity. This Go-To-Market (GTM) initiative aligned multiple product lines under a unified commercial strategy. Representing the Product and Engineering org, I teamed up with a counterpart from the Commercial team to co-lead a cross-functional execution, ensuring a successful launch that drove 300%+ engagement growth and positioned the company for enterprise expansion.

My Role

In this recent role, I co-led the cross-functional execution efforts involving over 18 teams and more than 40 team members, ensuring that communication and alignment were effectively maintained across product, marketing, and commercial divisions. Through meticulous planning and coordination, we successfully delivered 90% of high-priority goals within the stipulated deadlines.

By continuously refining our execution strategy mid-way through projects, I was able to adapt to challenges and optimize our approach, thereby driving performance and enhancing collaboration among teams. This dynamic leadership not only facilitated seamless interactions but also fostered a culture of accountability and excellence, ultimately contributing to the overall success of our initiatives.

Launch, impact, results

📈 303% social engagement growth

📊 82.7% increase in blog viewership

🎤 Launched successfully at key industry event, strengthening enterprise positioning.

Challenges & Reflection

Navigating a project with competing interests and pre-existing tensions reinforced an important lesson: being a tactful PM can only take you so far. A senior project manager’s feedback that I should “flex my backbone” made me realize that I needed to lean into assertiveness, especially when working with strong personalities. Learning when to push back with confidence while maintaining collaboration became a key takeaway.

Another pivotal moment came when I recognized that our chosen PM tool simply wasn’t working for this project. Instead of forcing a system that wasn’t fit for purpose, I made the call to move all project tracking and communication to a simpler, spreadsheet-based system. While this required more manual effort from a PM perspective, it dramatically improved productivity, transparency, and alignment across teams - a trade-off that, in this case, was well worth it.

Project context

Initiated by: Co-owned by Commercial and Product Teams

Organization Type: Tech Startup

Project Duration: 6 months

Project Sponsor(s): Chief Marketing Officer, VP of Product