When Technical Products Struggle to Win, It's Rarely an Engineering Problem
I turn complex products into commercial traction
by building the system, positioning, and GTM tools teams need to win.
Real-World Results
15 Deals in 60 Days
Microsoft Ecosystem · Governance SaaS
- Built the product value guide that became the single source of truth for sales, marketing, and CS. Same buyer, same value claims, same pricing context, same proof points across every customer touchpoint.
- Mapped the buying committee for governance decisions in mid-market Microsoft 365 environments, including the influencers (IT security, compliance, end-user champions) who shape the decision without owning the budget.
- Equipped sales with the pitch, demo narrative, objection handling, and competitive frame they needed to run repeatable conversations from day one of the launch.
$1.5M Market Investment Secured
Transportation · Regulated Industries
- Built the buyer's journey map for a regulated infrastructure market the company hadn't sold into before, including the standards bodies, regulatory influencers, and procurement gatekeepers that shape the decision.
- Translated the company's product capabilities into the outcomes regulated buyers actually use to justify procurement, separating what the product could do from what would move budget.
- Built the executive case the leadership team used to approve $1.5M in market-entry investment, anchored on the buyer evidence and value translation above.
25% Customer Retention Lift
Enterprise IoT · Hardware+SaaS+Services
- Managed a team of three PMMs and aligned product, engineering, and sales on a single platform durability narrative that customers and field teams could both use.
- Rebuilt the value story for manufacturing and public sector accounts, anchoring messaging on compliance, uptime, and total cost of ownership rather than features.
- Drove a 25% retention improvement by giving CS and account management the lifecycle messaging and renewal narrative that turned platform durability into a measurable expansion lever.
Who is Storytelling4?
Kim McDonald | Product Marketing Leader
Most companies I work with aren't struggling because their product is weak. They're building ambitious, technically strong solutions. The engineering is solid. The roadmap is thoughtful. The team is working hard. And yet growth feels harder than it should.
I've spent my career at the seams between product, marketing, and revenue. Four founding PMM mandates in B2B SaaS and services, plus a senior role at a hardware-plus-services-plus-software business. Across all of them, the same pattern: technical products that need someone who can translate complex capabilities into commercial traction, and who can build the artifacts that make the translation last after the launch ends.
What I've learned across those mandates is that PMM looks different at every company. The discipline is the same. The function it becomes is shaped by the product, the buyer, the team, and the stage. My job in the first 90 days isn't to bring a generic playbook. It's to figure out what PMM needs to be at your company, and build the artifacts that make it real.
I take on project-based and retainer engagements (typically three to six months) and selectively explore senior PMM leadership roles. If either describes you, the contact form below is the fastest way to start.