PLG and Growth Marketing
Most developer products have a better PLG funnel in theory than in practice. The product is genuinely good. Developers find it, try it, tell their team. And then conversion to revenue stalls, because nobody built the systems to close the gap: the right message at the right moment, a funnel designed for how engineers actually evaluate tools, and a sales motion that knows when to show up. That's the work I've done at Materialize, Seqera, and Eventador. Different products, different stages, the same underlying problem. Turn developer adoption into predictable revenue.
$1M ARR
Zero to Revenue in 9 months
Materialize
~100%
Pipeline from Marketing
Materialize
3X
Pipeline Growth in 12 Months
Seqera
90%+
SDR Quota Attainment
Seqera (from 50%)
CAREER PROOF POINTS
ARR Growth
Materialize had powerful technology and almost no go-to-market infrastructure when I joined (pre-revenue). I built the ICP definition from scratch, designed the trial-to-paid funnel in coordination with product, and created a content and community motion targeting data engineers. The motion was built for how engineers actually discover and evaluate tools, not how enterprise marketing assumes they do. We went from $0 to over $1M ARR in under nine months, with nearly 100% of pipeline coming through marketing.
Pipeline Growth
Seqera had a strong open-source community and developer presence, but converting that base into predictable enterprise pipeline wasn't happening consistently. I rebuilt demand gen around the PLG motion (which then moved to a more PLS structure), tightened the feedback loop between product usage signals and outbound timing, restructured the SDR function under marketing with AI-powered lead scoring, and stood up a Pipeline Council with GTM leadership. Pipeline grew from $6M to $15M in less than 12 months. SDR quota attainment went from roughly 50% to over 90% in nine months.
Company Exit
At Eventador I built the marketing function from scratch and ran it through the full company lifecycle, including an acquisition by Cloudera. The primary motion was community and content: a podcast that kept the Cloudera relationship warm through COVID, technical content that drove 285% YoY net lead growth, and a developer community that converted 50% of pre-exit customers from marketing-sourced leads. Community wasn't a supporting program. It was the whole strategy.
MY SUPERPOWERS
Designing trial-to-paid funnels for developer products
The PLG funnel for a technical product is a different motion: the product does the evaluation work, and marketing's job is to remove friction, surface the right content at the right moment, and create the conditions for a sales conversation when the signal is right. I've built this from scratch at Materialize and retooled it at Seqera.
Proof: $0 to $1M ARR in 9 months at Materialize. Nearly 100% of pipeline through marketing.
Community and content as the primary acquisition motion
Developer advocacy, community, and technical content aren't supporting programs — they're the primary motion. The teams that treat community as a supporting channel end up over-relying on paid demand gen and wondering why CAC keeps climbing. I've built these motions at four consecutive companies.
Proof: Four companies, four developer audiences, four community-led acquisition motions.
Converting product usage signals into enterprise pipeline
The handoff between product usage and sales motion is where PLG companies leave revenue on the table. I've built the systems that close that gap: AI-powered lead scoring that surfaces who's ready and what angle to lead with, SDR cadences built around usage data, and cross-functional pipeline accountability. At Seqera, that work contributed to the strongest pipeline, iARR, and logo acquisition quarters in company history.
Proof: $6M to $15M pipeline at Seqera FY25. SDR quota from 50% to 90%+.
HOW I USE AI IN THE WORK
I build tooling rather than waiting for someone else to build it. These are actual systems I've shipped:
SDR lead scoring + messaging engine (Claude Code, HubSpot, Salesforce, GlobalData)
SDR quota 50% → 90%+. Reps got a prioritized view of who to contact and what angle to lead with, updated daily from live CRM signals.
CEO content system trained on voice, transcripts, and messaging
30-min quarterly brain dumps → LinkedIn posts, blogs, newsletters on demand. Moved content that had been nearly impossible to ship.
Buyer journey analysis: 23 deals traced first touch → close (HubSpot + Salesforce → Claude)
Full pattern analysis in under a week. Immediately changed how we thought about channel mix, deal velocity, and where to invest next.
Daily ops infrastructure: calendar + pipeline + email → brief + SMS (GCP → Cloud Run → Claude)
Fully automated AI chief of staff on a scheduler. No manual triggers. Operational context before I open my email every morning.
WHAT I’M LOOKING FOR
Developer-led products at the stage where the PLG motion is working but conversion to enterprise revenue isn't yet predictable. Where the job is to build the systems that turn product adoption into pipeline, and to own the number once they exist. That means working directly with leadership and product team, making headcount calls based on what's proven, and building a team that doesn't need me in the room to function. I've done all of that at companies where I came in at zero and left the function materially different.