Most enterprise B2B companies don't have a product problem. They have a clarity problem, and it compounds quietly until it shows up in longer sales cycles, inconsistent pipeline, and teams that can't agree on what they're selling or why it matters.

I started BlindSpot in 2020 because I kept seeing the same pattern across organizations of every size: smart teams, strong products, and messaging that was never quite landing the way it should. The problem was always upstream of execution. It was always a blind spot.

I've spent 25 years positioning and messaging complex B2B technology products, with deep experience in two industries where clarity of message is genuinely difficult to achieve: Global Mobility and Tax Management, and enterprise Governance, Risk, and Compliance software. Both are platform plays with multiple products, multiple buyer personas, and buying environments that are long, multi-stakeholder, and unforgiving of inconsistent value propositions.

That experience shapes how I think about product marketing: not as a support function, but as the connective tissue between what a product does and why the market should care.

My approach is built on a simple belief. You can't fix what you can't see. Too many organizations measure marketing by surface indicators: leads, traffic, activity. Those metrics matter, but they don't tell you why growth is stalling or where the message is breaking down. Finding that answer requires going deeper than the dashboard. It requires someone willing to ask the uncomfortable questions and stay long enough to help fix what they find.

That's what BlindSpot is built to do.

If your organization is at an inflection point, whether that's a new product tier, a move upmarket, a launch that needs to land, or simply a feeling that your message isn't doing what it should, I'd welcome the conversation.