When Technical Products Struggle to Win, It's Rarely an Engineering Problem
I turn technical complexity into decisive positioning, launch governance, and enablement that drives adoption and revenue.
Real-World Results
15 Deals in 60 Days
- Launched a governance-focused enterprise SaaS capability within a Microsoft cloud portfolio for mid-market and enterprise accounts, aligning partner motions and in-product adoption.
- Drove cross-functional GTM alignment across product, pricing, and sales using a revenue-weighted launch model.
- Translated complex governance workflows into decisive positioning and a clear sales narrative.
- Delivered an enablement kit (pitch, demo story, objection handling) that accelerated early pipeline conversion.
$1.5M Market Investment Secured
- Led a structured research initiative supporting entry into a new regulated infrastructure market.
- Synthesized stakeholder interviews, standards analysis, and competitive intelligence into a prioritized GTM strategy.
- Mapped technical product capabilities to buyer outcomes and validated demand and execution priorities.
- Built the executive case and recommendation that led to $1.5M in approved market-entry investment.
25% Increase in Customer Retention
- Led product marketing for enterprise-grade 5G connectivity hardware and associated SaaS platforms across global infrastructure markets.
- Managed a team of three PMMs while aligning engineering, product, and sales within a hardware–software ecosystem.
- Elevated vertical positioning across manufacturing and public sector markets with updated messaging and sales plays.
- Improved retention through lifecycle messaging, compliance positioning, integration story, and platform durability narrative.
Complex Products. Commercial Clarity.
Technical Fluency
Positioning Architecture
Positioning Architecture
Translate product architecture into proof points buyers and developers trust.
Developer workflows. Performance narrative. Regulated environments.
Positioning Architecture
Positioning Architecture
Positioning Architecture
Build positioning systems that turn product capability into clear, repeatable value.
Category narrative. ICP clarity. Competitive framing that scales.
Revenue Alignment
Positioning Architecture
Revenue Alignment
Align product, pricing, packaging, and sales around one story and one plan.
Launch governance. Enablement bundle. Pipeline and expansion focus.
Operating System
Measurable Impact
Revenue Alignment
A practical cadence that turns strategy into output: what’s next, who owns what, and how we measure it.
Rituals and governance. Launch playbooks. Weekly signal tracking.
Measurable Impact
Measurable Impact
Measurable Impact
Tie positioning and GTM work to outcomes across the customer lifecycle.
Win-rate lift. Adoption. Expansion. Retention.
Leadership
Measurable Impact
Measurable Impact
Lead cross-functional work without drama: crisp direction, tight decisions, and calm momentum.
Executive alignment. Stakeholder clarity. Teams that ship.
The Approach
Commercial clarity is not declared. It’s designed, embedded, and improved.
1. Diagnose
- Surface misalignment across product, buyers, and revenue performance.
- Clarify ICP, buying committee, competitive pressure, and messaging gaps.
- Pinpoint where growth stalls and what is blocking adoption.
2. Architect
- Define positioning, packaging, and narrative that align the organization.
- Establish category framing, differentiation, and portfolio coherence.
- Create a launch blueprint that guides lifecycle execution.
3. Operationalize
- Embed positioning into launch governance, enablement, lifecycle, and revenue execution.
- Deliver the enablement bundle: pitch, demo narrative, objections, and proof points.
- Align product, marketing, and sales around measurable commercial outcomes.
4. Refine
- Measure impact across win rate, activation, adoption, expansion, and retention.
- Build feedback loops across product, sales, and marketing.
- Recalibrate positioning as markets, products, and portfolios evolve.
Who is Storytelling4?
Kim McDonald ~ Product Marketing Leader
Most of the companies I work with are not struggling because their product is weak.
They are 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.
That is where I come in.
I have spent my career at the intersection of product, marketing, and revenue, working with teams building complex B2B technology across SaaS, hardware, and infrastructure. I sit in the conversations where APIs, pricing models, compliance requirements, campaign performance, and pipeline targets all collide.
My role is not to add more activity. It is to create alignment.
When positioning is clear, when pricing supports the strategy, and when marketing and sales are operating from the same narrative, growth becomes less chaotic and more intentional.
That is the work I do.