Bryan, here's how I'd help turn strategy into market movement.
Nerdio has product priorities, Enterprise and MSP audiences, a Microsoft market opportunity, and a growing marketing organization. The opportunity is making all of it add up — and that's the work I've spent my career doing.
Those inputs don't automatically become an integrated GTM strategy. Someone has to connect the decisions before execution begins.
CONNECT THE PRIORITIES
Translate company, product, sales and market priorities into a shared marketing roadmap and integrated campaign calendar.
BUILD THE OPERATING SYSTEM
Create the briefs, planning cadence, ownership structure, workflows, scorecards and decision rhythms that keep teams moving together.
TURN SIGNAL INTO DECISIONS
Connect campaign performance, pipeline progression, customer behavior and market feedback back to where Marketing invests time and budget next.
Three operating environments. One pattern.
Orchestrating the marketing organization
Operating partner to the CMO — integrated calendar, planning cadence, RACI/OARPI accountability, Board & QBR reporting across 30+ markets.
Global scale + complexity
Investment and operating governance across a global acquisition portfolio — shared priorities, common measurement, one portfolio.
Builder / hands-on operator
Built an integrated program-management system connecting planning, CRM, execution, and intake. Automation was part of it — redesigning the process was the bigger change.
AVD. Windows 365. Intune. Cloud economics. Security. MSP profitability. Those topics don't belong to one persona, campaign, or stage of the buying journey.
What are the few growth plays we want the market to remember?
Rather than organizing the calendar around channels or individual launches, identify the 3–4 commercial narratives Nerdio wants to own — then let launches, content, events, partners, paid media and lifecycle programs reinforce those narratives.
How does the story change by audience?
Enterprise IT: operational control, simplification, security, cost management. MSPs: standardization, technician efficiency, margin expansion. Technical credibility gets you into the conversation; business relevance expands who participates in it.
What evidence should move the next marketing dollar?
Reporting should answer where demand is emerging, which narrative is creating engagement, and where to increase, reduce, or redirect investment — turning integrated marketing into an investment decision system.
Three territories to pressure-test together.
The Great VDI Migration
Core question: what should the next generation of enterprise desktop infrastructure actually look like?
Enterprise: simplify migration and ongoing management. MSP: turn migration complexity into a repeatable growth opportunity.
Get More From Microsoft
Core question: are companies getting the operational and economic value they expected from their Microsoft cloud investments?
Original research benchmarking how organizations manage Microsoft workplace infrastructure — one idea feeding PR, analyst conversations, demand gen, field, partners, sales enablement, and a benchmark tool.
The Profitable Microsoft MSP
Core question: how much Microsoft business can an MSP support before it has to add another person?
Benchmark technician time, customer-to-admin ratios, and automation maturity — a growth-economics conversation, not another feature comparison.
Not central control of every decision — shared context before those decisions are made.
AUDIENCE
Who are we trying to move?
MARKET PROBLEM
What has changed enough to create urgency?
NARRATIVE
What do we want the market to believe?
BUSINESS OUTCOME
What behavior should change if we're right?
CHANNEL ROLES
What job does each function play — PMM, Demand, Field, Partner, Content, Digital, Lifecycle, Sales?
MEASUREMENT
What signals tell us to continue, adjust, or stop?
I wouldn't arrive with a pre-built playbook and force it onto the organization.
The first 90 days should be about understanding where Nerdio already has momentum, finding the places where teams are working around one another, and building just enough structure to make the organization faster and more connected.
Get close to the people, priorities and work already in motion. I'd want to understand:
- The company and Product priorities Marketing is expected to support
- How Enterprise and MSP programs are planned differently today
- The existing campaign, launch, Field and Partner calendars
- How Product Marketing, Demand, Field, Partners and Sales currently work together
- What Bryan and the Marketing Leadership Team can see easily today—and what still requires chasing people down
- Where teams believe the current process helps them move faster versus where it creates friction
Output: a clear view of the operating system as it exists today, including the biggest gaps, overlaps and opportunities for leverage.
Turn what I've learned into a shared planning and execution model. That could include:
- The integrated marketing calendar
- Common campaign and launch briefs
- Clear ownership and handoffs
- Leadership planning and execution cadences
- Enterprise and MSP audience frameworks
- Marketing/Sales alignment around quarterly priorities
- A scorecard that connects activity to pipeline, engagement and business outcomes
The goal would not be to add process. The goal would be to remove the coordination tax that comes from teams planning in isolation.
Take one or two meaningful priorities and run them through the new model. I'd want to see whether we can create:
- One shared strategy
- One integrated brief
- Clear ownership
- Coordinated execution
- A common view of what worked—and what changes next
By the end of 90 days, I'd want Bryan and the Marketing Leadership Team to have better visibility, the teams to have greater clarity, and Marketing to be making faster decisions with less friction.
This is where I'd rather build the next level with you than pretend I can design it from the outside.
Give me the context, the constraints and the priorities you're working through today, and I'll show you how I'd build the operating model around them.
Let's Build the 90-Day Plan TogetherI've run demand. I've run digital. I've led global investment portfolios. The work I keep gravitating toward is the work between the boxes on the org chart — helping a CMO take a strategy and make it executable.
Bryan, let's compare notes. I'd love to hear where you see the biggest opportunity for this role, what's already working, and where you need someone to create more leverage across the organization.
Let's talk.
Bryan, I'd love to hear where you see the biggest opportunity for this role.
Let's Talk