Product Marketing

Product marketing in enterprise security is a different job than in most other categories. The buyers are technical. The evaluations are rigorous. A wrong security purchase doesn't just waste budget, it leaves the organization exposed.

The marketing and the field work have alternated throughout the career, each informing the other. At Palo Alto Networks, marketing came first then SE — going back into the field to pressure-test the narrative. At Cato, Director of Product Marketing for three-plus years then Channel SE. The SE credential runs through the PMM work. I've been the person running the demo and building the lab, and the person writing the narrative and driving the GTM motion. That combination is rare. It's also what makes the work credible.

Palo Alto Networks: Technical/Product Marketing Manager, SASE

My formal entry into product marketing was at Palo Alto Networks as Technical/Product Marketing Manager for SASE. I shaped how Prisma Access was positioned externally, built the content and enablement that supported the field, and represented the portfolio through conference speaking and executive briefings. After this role, I moved into an SE Specialist position, also focused on SASE, carrying that positioning directly into customer engagements.

Cato Networks: Director of Product Marketing

At Cato I spent three-plus years as Director of Product Marketing before transitioning into a Channel Sales Engineer role. I owned content strategy, competitive intelligence, sales enablement, and the external narrative for the platform.

I coordinated Cato's Gartner Magic Quadrant positioning in 2024, working directly with Product Management on RFI responses. Cato was recognized as a Gartner MQ leader. That work requires deep product knowledge and the ability to translate capability into the language analysts use. The SE background is what makes that translation accurate.

I also built a new website product section from scratch (copy, screenshots, demo videos) within a two-month window, and developed a partner technical development program that drove significant increases in partner engagement. Awards: Outstanding Contribution to Sales and Company MVP.

The full-stack PMM view

Positioning and messaging. The foundation. Getting this right means understanding the buyer's real problem before it means knowing the product. That starts with research and field time, and ends with a messaging hierarchy that everyone from SDR to CEO can draw from.

Competitive intelligence. Enterprise security buyers evaluate alternatives. I've built competitive programs that give sales the right language without making them sound scripted. A CISO who has heard every vendor pitch knows the difference.

Sales enablement. The most underbuilt part of most PMM functions. A deck that lives in a folder nobody opens isn't enablement. I build materials around the actual conversations sales is having, informed by time in the field.

Launch strategy. I've executed coordinated campaigns across analysts, media, and channel, and first-marketer launches at Onyx Security where the playbook had to be built from scratch.