Michael FertmanProduct Marketing Leader and CMO for PE- and VC-backed B2B SaaS, fintech, and data businesses
I'm accountable for a product's revenue target.
I lead its pricing, packaging, positioning and sales enablement, and bring product, finance, sales and marketing onto one plan.
I work with businesses over $25M in revenue that serve enterprises and have a new product to launch or a product whose growth has stalled.
I led product management and pricing for Dun & Bradstreet's $500M subscription business, where annual revenue growth rose from $14M to $30M.
Product marketing, product management and pricing for product lines from $5M to $500M.
First chief marketing officer, reporting to the founder and chief executive. Built its first marketing function.
VP of product marketing at a $400M PE-backed fintech. Built its first product marketing team. Both hires were promoted.
Associate on data-intensive projects for consumer goods clients.
Accountable for the safe navigation of a nuclear-powered cruiser during the First Gulf War.
If everyone owns the number, then nobody owns the number
Each team owns its own goal, and no one owns the product's revenue.
- Product ships every feature on time.
- Marketing hits its lead goals.
- Sales makes its number with other products.
- Finance keeps the company on budget.
- The product stops growing while every team's report shows its goal met.
“I can go out and sell one of these [new products] or I can sell two [of our core products] and meet my number.”
The chief executive is often the only person that product, finance, sales and marketing all report to. So the product's revenue falls to the chief executive by default.
I'm accountable for the number nobody owns
The changes that grow a product's revenue usually cross all four teams at once. I own the revenue of one product, or a set of products, across those teams, so the chief executive has one person accountable for it.
I have been a chief marketing officer, and I have also led teams in product management, pricing, product marketing and sales enablement. I use that experience to choose the changes that cross all four teams and to align each team's work with them. I partner with your sales leader on the targets, the pay plan and the proof sellers need.
CEOs, operating partners and CMOs hire one person to grow a product's revenue.
The best fit is a new product four months or more from launch, or a product whose growth needs changes in more than one team at once.
At Guidepoint, I was that chief marketing officer. I helped grow revenue from $30M to $50M in a flat market, and marketing-driven pipeline rose 5x.
At Dun & Bradstreet, I simplified an overcomplicated international data subscription, and it grew to $23M, with $10M of that incremental.
At Dun & Bradstreet, I carried the revenue target for each product line I led.
Give sellers the price, proof and pay to sell the new product.
I interviewed launch leaders at 15 B2B SaaS companies with $600M to $20B in revenue. Almost all of them named six go-to-market design decisions that helped align their teams. Before launch, I make sure the targeting and pricing are tested with customers and the sellers' pay plan is set.
I took a new product into Dun & Bradstreet's sales channel in under four weeks.
Working with the senior executive team, I redesigned the launch process for a publicly traded business with 5,000+ customers.
Find the revenue gap and close it.
I split the product's revenue into customers who left, cut back, stayed, bought more or joined. Then I choose one or two changes where the gap is biggest, such as the price, the package, the channel or onboarding.
I made moving clients to a new platform the team's only priority, and turned around a $30M portfolio whose growth had stalled.
Turn winning deals into a pitch every seller can use.
I find what the first winning deals had in common. The sellers who closed them show the rest of the team the buyer, the pitch and the proof, with the chief executive in the room.
I repositioned the product as premium, priced it by industry and trained the sellers. Those who closed at the new price presented their deals to the rest of the team.
I certified the sales team on selling the $200M suite after I regrouped it into standard bundles by use case.
“Mike's strategic thinking and execution capabilities were critical to the success of the product and sales/partnership strategy.”
My work usually begins with a diagnostic.
Launch process redesignFor a business whose launch process finds go-to-market gaps late
Your current launch process and its gaps
A new launch process
The new process rolled out to your teams
Go-to-market launch ownershipFor a new product four months or more from launch
Launch status, gaps and plan
A launch team working with the first customers
A launch through the full sales channel, measured against the revenue target agreed in writing
Product revenue ownershipFor a product whose growth has stalled
Year-over-year growth by product and channel, with a gap analysis
The one or two changes that close the growth gap
Growth from the planned changes, measured against the product's revenue target
In implementation, your teams can make the changes, or I can lead the work with them.
Bring a product and its revenue target.
On a 30-minute call, we'll talk about where the product stands and whether my experience fits the work.
Let's talk ↗