Zero to one at Asato AI.
I joined Asato when it had a strong technical product and founding team, but no marketing function yet. Over two years, I built that function alongside Asato’s co-founder Anush Mohandass. Website, docs, demos, sales materials, launch messaging all passed through me at some point.
Help CIOs and IT leaders understand that a semantic layer that sits atop their enterprise asset data had all the answers to their cost and efficiency questions.
The product speaks in data quality, entity resolution, metadata enrichment, fuzzy logic, and master knowledge graphs while the buyer speaks in budgets, risk, and headcount. I spent two years building the bridge between those vocabularies, in both directions.
Developing Asato’s narrative from scratch.
Built Asato’s positioning and story from zero: the category framing, the ideal customer worth saying yes and no to, competitive alternatives, differentiators, and the value propositions that connect platform capabilities to outcomes IT leaders look for. That positioning became the source every other artifact borrowed from - the website, the decks, the demos, the docs.
Learn at the speed of thought.
The fastest test of positioning is whether it survives compression. These two artifacts: one that shows what the platform knows, the other shows what that knowledge does.
- 27 over-provisioned licenses
- 91 apps not SOC 2 compliant
- 11 devices not off-boarded
Three revisions, each one tracking the product’s evolution.
Launched and rewrote the site through three major revisions as the product and GTM strategy evolved - owning every headline, page, and interaction along the way. Below: the hero fold and platform story as they shipped.
Founder-led sales and channel partner enablement.
Built the enablement suite that let technical and C-level buyers meet the product without a founder in the room and shortened the deals where one was.
Then took it outside: helped launch Asato’s CDW channel-partner program, building the positioning and enablement materials that equipped hundreds of partner reps to carry the platform to market.
The unglamorous but necessary responsibilities of a founding PMM.
Technical documentation repository
Stood up from nothing for customer onboarding and internal enablement, cutting time-to-value for new customers.
Release communications
Owned every product release comm, end to end, for two years.
UI copy
The words inside the product, not just around it.
Marketing operations
The central hub between product, engineering, and go-to-market.