Building the operation behind an enterprise push.

WEVO lets product and marketing teams test messaging, designs, and experiences with real people, digitally and fast, so they know what to launch before they launch it. Smart product. Enterprise customers like Accenture and Mastercard already on the roster. And a marketing function that had a start but not an operation, which is a problem when you're trying to sell to the Fortune 500. Fortune 500 buyers expect a process on the other side of the table, and we didn't have one yet.

I joined the executive team to scale that side of the business and set the strategy for the enterprise push, then designed the operation that makes strategy real. A scoring model for leads and accounts. An account-based approach across 2,200 target accounts. Sales and marketing on shared tools and shared definitions, so both teams were working the same list the same way for the first time. A sales enablement framework, from outbound messaging and training to cadences, tiering, and capacity modeling for the AE and BDR groups. None of this makes it onto a slide. It's what puts the numbers on the slide later.

Once the operation could carry weight, the brand caught up. We modernized WEVO's look and voice and set a content and digital strategy the team could run: social, a sustained PR program, and an executive visibility plan that put the CEO on stages, from speaking programs to a series of small virtual leadership roundtables with the accounts that mattered most. Customer proof became a priority, with interviews and case studies, including one built with Mastercard. Under that strategy, the team produced more than 50 marketing and sales assets.

Along the way, I led marketing for an AI-native product built on silicon sampling: synthetic respondents that let teams test faster than any live panel allows. The program produced 1,000 new leads per quarter. Across the 2,200 target accounts, buying-stage progression improved 43%, and account engagement rose 149%.