Max Studer, PMM

I see AI as a force multiplier in marketing. Used well, it raises the volume, speed and consistency of a small team's output without adding headcount, and it moves people off assembly work and onto judgment. Working from that view, I architected six connected systems that ran the messaging, competitive intelligence, launch, customer evidence, release enablement and distribution functions of a product marketing org, tripling output on the highest-effort work at half the resources, with a person approving anything that went out.

• PMM Messaging Brain. Cut the manual work of assembling context for a new asset from hours to minutes. A governed three-tier messaging architecture, one company file, one file per product and one per feature, cross-referenced so a change at any level traced to everything it touched. Inputs came from Jira, Figma, Google Drive and the competitive system, and it served as the authoritative knowledge source for three downstream projects, so a correction made once reached every asset without a rewrite. Workflow schematic.
• Competitive Intelligence Agent. Tripled the frequency of competitive updates and kept an accurate record of the market as it moved. It maintained a living profile per competitor from scheduled scans of competitor sites, HubSpot deal outcomes and a Slack agent that interviewed the rep the day a deal closed. Findings were scored against our own capabilities, validated by a person, and recorded as before and after states so the field saw trajectory, not a snapshot. Workflow schematic.
• Feature Release Workflow. Enabled 100+ stakeholders per release and lifted usage of release materials 30%. It formed and validated one narrative spine per release before any asset was written, then packaged up to six deliverables from a governed template library, scaling the output set to the size of the release, so the content matched what the field actually needed. It fed the Messaging Brain, the competitive system and the case study pipeline. Workflow schematic.
• Case Study Pipeline. Cut development time per case study from two weeks to two days, tripled story volume and halved the resources required. Four connected projects took a case from a client name to three legally cleared formats, drawing on Snowflake account data, Gong call transcripts and a structured CSM interview that asked only what the data could not answer. Built on scheduled polling because the platform had no event triggers, with human gates at research approval, draft review and legal clearance. Workflow schematic.
• Release Radar. Gave the field three months of earlier visibility on every release and delivered enablement two months faster. A single register of recent and upcoming releases, opened while a feature was still being built and flipped to available when it shipped, with a companion knowledge base that answered what shipped, when it landed and which documentation supported it. It prompted a change to the roadmap process itself, with marketing and EPD leadership planning feature communication jointly. Workflow schematic and product screens.
• Content Distribution. Doubled engagement with new resources in early testing and removed 90% of the manual work of routing each asset. A routing layer under every other system that matched each finished asset to stakeholders by content type, product coverage and industry, posting broadly to function channels and sending directly to the named people whose accounts the asset touched, with one-to-one delivery guaranteed on a resource by resource basis. The stakeholder map maintained itself on a rolling twelve-month view of real activity. Workflow schematic.

I owned positioning and messaging for three technology products spanning the complete Resilience portfolio, and I translated technical capability in cybersecurity and cloud data management into language buyers acted on.

• Owned product marketing for Resilience Edge, the flagship cyber risk quantification platform, from core positioning through the words the field used in a live deal. I formulated the platform’s positioning and owned it as a living strategy, revising it as features shipped, as competitors moved, as market conditions changed and as customer feedback came back through sales and customer experience. I governed it as a system rather than a static document, so sales, content and demand gen all worked from one source and the story did not drift apart across teams. See the messaging architecture method, the method applied to Resilience Edge, and a customer-facing one-pager built from it.
• Defined the positioning for a new product line and drove its go-to-market motion to $1M+ in first-year sales. For Resilience Arc, a multi-entity cyber risk solution, I synthesized competitive analysis, analyst research and GLG interviews with security leaders into one foundational positioning resource, then built every downstream asset from it: the Arc for CISOs brochure, broker talking points, the sales pitch deck, early customer stories and competitive battlecards.
• Set the standard for what the company could claim, and turned every claim into a quantified proof point traceable to verified customer results. I led the cross-functional effort to codify Resilience’s product marketing proof points by product for the new website and external content, researching competitor metrics to find where our numbers separated us and partnering with the data team to reconcile platform utilization with loss outcomes. The result validated each product’s value propositions with evidence and strengthened our competitive positioning against vendors claiming the same ground without the data. See the proof point groupings by product.
• Owned the narrative for Resilience’s first in-platform AI capabilities from beta through sales training. I branded an in-platform chat experience and a data ingestion workflow that enriched the quantification models as one unified capability, and aligned product, engineering, sales, marketing, legal and design behind a single story.

I owned launches end to end across a global portfolio, from launch strategy and narrative through field readiness, customer education and post-launch adoption. In 2026 this work drove 30% year over year growth in software subscriptions and a 90%+ retention rate on existing software clients.

• Owned the product marketing relationship with product and engineering, and shipped 7 core capabilities in 2026 year to date with a complete launch package on each. I sat with product and engineering in the quarterly roadmapping exercise to prioritize and scope what got built, then carried each capability from there: defining the messaging, leading content development, executing the launch, training the field and customers, and tracking adoption after release. That produced 30+ enablement, sales and customer assets and 2 customer beta programs, where I tracked usage and routed client feedback and engagement data to product ahead of general availability. The internal enablement guide, feature slide and demo for the Stakeholder Reporting release show the standard package.
• Generated $6M+ in marketing-attributed pipeline and influenced 80+ deals with Resilience’s first global partner campaign. For the third anniversary of Resilience Edge, I built 8 landing pages, including 7 gated pages, one per top sales partner, and a public customer page, and ran segmented email to thousands of partner contacts by engagement level. The campaign powered 500+ one-to-one sales outreach touches among brokers not yet attaching Edge and drove 5,000+ LinkedIn engagements. See the campaign landing pages and social posts.
• Led a global enterprise launch to 140% of its first-year revenue target. For Veritas Alta Data Protection, a cloud data management console for large enterprises, I owned go-to-market strategy, positioning and messaging and coordinated product, engineering, demand gen and sales through launch and the feature releases that followed. See the customer-facing one-pager.
• Turned a single feature release into $10M of marketing pipeline by tying it to a company-wide announcement. For Veritas’s spring launch, I worked with product management to select the reporting capability that best answered the market’s skills gap and cost pressure, then built the campaign around it. Content drew 50K views in the first month and 250 lead form completions.

I armed a global field with the assets they used, the platform they found them on and the training that put them to work, and I measured whether any of it got used.

• Led sales education at Resilience, training 100+ stakeholders across sales, underwriting and customer-facing teams. I ran the training for every major feature release, arming reps with client-facing collateral, talk tracks and live demos that made the new value concrete, and I ran recurring standalone trainings on product pitch delivery. Those sessions worked in both directions: I sharpened sales tactics in the room and collected field performance, customer feedback and competitive shifts that fed back into messaging and the content roadmap. Supporting collateral drew 2,000+ views. Feature demos like Risk Over Time and Aggregated Cyber Action Plan show how I translated a technical enhancement into something a seller could carry into a conversation.
• Took a new sales enablement platform from selection to 100% frontline adoption in three months and cut new rep ramp by a month. I led the design and launch of Flockjay at Resilience, working with leaders across the frontline teams to shape the platform around how they sold, curate the content library and align content development priorities to what the field actually needed. It launched with 180+ assets across 6 content hubs and drew 10K+ unique asset views, 70% of users logged in weekly, and the platform supported continued growth in software sales by getting reps productive faster. I used its engagement data to refine content strategy, size resource needs and identify training gaps, which made it a primary input to the product marketing content roadmap and drove a 20% increase in content engagement.
• Lifted cloud sales activity 15% by arming 1,000+ field reps with a new sales play. After a first-half miss at Veritas revealed customers defaulting to cloud provider protection tools, I built the play end to end: a buyer profile of enterprise cloud architects, personas, objection handling, qualification criteria and competitive cards against Rubrik and Cohesity, anchored in a sales play messaging framework, then trained the global field through regional webinars.

I turned customer outcomes into verified proof and produced the content that carried it.

• Led the customer evidence discipline at Resilience, a program I built from scratch that produced 30+ assets, including 20+ customer case studies. I worked directly with customers to capture their outcomes, and I treated those conversations as a research channel, not just a content source: what customers told me went back to product, customer experience, marketing and sales, and it gave me the standing to advocate for client needs and pain points inside the company. The program supplied the website, social and the field with verified proof, extended to claims case studies that documented real incident response, and produced the sales resources that put those stories to work in live deals. I ran it jointly with Customer Success, with Security and Risk Services and legal in the loop. Four customer case studies are included here.
• Delivered the two anchor video assets for Resilience’s 2026 sales kickoff, one of them in under two weeks. I owned messaging, script, creative direction and agency management for the animated vision video, and produced the customer keynote video from 7 client interviews I prospected, scheduled and edited. The interview transcripts became a standing source of client insight on how customers mature their cyber risk programs.
• Generated 50K views and $20M in marketing pipeline in a single year from a content program I built. At Veritas I created 30+ assets across whitepapers, case studies and webinars, and produced the event content and customer presentations for AWS re:Invent and Microsoft Ignite that added 300+ leads and $3M in pipeline.

I instrumented the feedback loops between customers, the field and product, and packaged what they surfaced into decisions that changed messaging, enablement and the roadmap.

• Raised deal conversion 10%+ quarter over quarter by operationalizing a win/loss feedback loop. I ran Resilience’s sales win/loss program, interviewing the sales and underwriting teams behind 20+ Edge wins to capture which parts of the pitch resonated with which buyers, which differentiators decided each deal and where competitive friction appeared, then packaging the findings back into messaging and sales conversations. The program’s published sales win examples were used to train frontline teams.
• Owned the competitive program for Resilience’s top 8 competitors and partnered with sales on the deals where it decided the outcome. I maintained the battlecards, objection handling guides and comparison collateral the field used as direct reference material in live deals, built from win/loss interviews, customer interviews and customer success feedback. I met with sales regularly to validate the material against what reps were hearing, give deal-specific strategic guidance and supply the talking points that moved a competitive conversation. The Resilience vs Bitsight battlecard and the companion objection handling guide show the format: a win theme, side by side comparison, objection responses, questions to ask and proof.
• Led marketing analytics at Resilience, going into the data myself and bringing back conclusions that changed GTM strategy and the product roadmap. Geographic and industry attach rate analysis validated a new Edge offering in select regions. A multi-entity customer analysis validated Arc’s target market and surfaced a distinct finance sector opportunity. An Edge user survey analysis sent product and technical writing to rebuild the platform resource center. An analysis correlating platform engagement with quantified loss reduction became the lens marketing used to evaluate client success and set how the team identified and vetted customer case studies.
• Lifted current-version adoption 15% in three months by turning telemetry into an upgrade program. Veritas data showed only 10% of customers upgrading within 30 days and 50% running three or more versions behind. With customer success and product management I built a web experience that showed each account the capabilities relevant to its workloads, backed by tailored guides and CSM follow-up; it drew 20K views and 300 lead form completions in its first 30 days.

Work that sits between the categories above but shows the same pattern: find the friction, fix the system, measure the result.

• Beat a major release readiness milestone by two weeks and raised customer content scores from 70% to 85% by fixing the product-to-marketing handoff. At Veritas I replaced ad hoc feature updates with a templated recurring briefing process; it was adopted globally across the company’s technical organizations.
• Cut related support requests 10% with a customer enablement feature I proposed and led inside the product. After support data showed 40% of low-priority Veritas tickets pointed to existing documentation, I partnered with customer success on topics and with product and engineering on build and test for an in-context tips and video widget, adopted by 250 customers in its first six months.
• Improved bundled product conversion 10% by repositioning a portfolio buyers found confusing. I built a positioning framework that distinguished each Veritas data protection offering by the customer need it served, rebuilt the related web pages around it and trained sellers and demand gen on the bundled story. Analyst ratings on strength of vision improved alongside it, covered in this analyst recognition announcement.
• Earlier career. Ran account-based marketing programs for Autodesk and Pure Storage and built an intent scoring model and dashboard that guided Alation’s global sales team on account prioritization at Agent3; led the AppExchange customer story program at Salesforce, delivering three customer success stories from one-on-one customer interviews.