Capital Region of Denmark, Denmark
I’m driven by transforming market insights into solutions that outperform expectations. My compass is product marketing uniting product teams, sales, and marketing with growth-driven commercial directions. I’ve work by two lighthouses: Product marketing // why, who & what -From portfolio strategies to roadmaps informed by insight about users, ideal customer profiles, purchase journeys, etc. Go-to-Market // how, where & when -GTM playbooks, segmentation strategies, and marketing plans in close collaboration with sales. Key achievements: -Strategy: Led portfolio strategy and roadmap for products generating DKK 1B+ in revenue -Positioning: Positioned award-winning enterprise products (e.g., Jabra Evolve, Milestone XProtect) -Ideal customer profile: ICP definition leading to +30% enterprise CAGR; 50% funnel conversion improvement Core strengths: -Simplifying: Translating complex product portfolios into simple, impactful positioning -Insight: Using insight-driven approaches to bring clarity to decision-making -Team builder: Building culture; part of growing a team from 2 to Scandinavia's largest product marketing team of 25 PMMs -Scale: Designing scalable frameworks from category strategy to in-market execution -Advisor: Acting as a trusted senior partner to executive leadership teams - New perspective: Known for crystallizing Ideal Customer Profiles/segmentation, sharpening positioning and running high‑impact GTM and sales enablement programs that move revenue and pipeline.
Defining category strategy and positioning for a new product line, including market sizing, Ideal Customer Profile, and competitive intelligence to guide roadmap and value propositions. Co-lead go-to-market planning and execution, aligning Sales, Marketing, and Product teams to ensure internal readiness and external adoption across global markets. Built and delivered sales enablement programs, creating toolkits, and training environments to translate strategy into measurable commercial success.
Responsibility In short, I do product marketing in the R&D frontend development team by connecting the business strategy and the innovation strategy - by identifying the most commercially relevant target audience, and translating end-user, decision maker, and defence strategists into the innovation strategy. Connecting business strategy and innovation strategy: Connecting the growth and margin ambition with the innovation strategy, and balancing risk and reward. Identification of commercial relevant target audience: Heading up development of a market model to guide the innovation team on the commercially most relevant target audience. Insight based mapping of end-users, decision makers, and strategists: Leading mapping of stakeholders to guide the innovation team on e.g. users most relevant tasks and pains. Identification of the sweet spot between business viability, end-user desirability, and technical feasibility: Leading the process involving commercial and technical teams. Results Connecting business strategy and innovation strategy: New innovation plan is approved on time by senior management providing an offensive innovation strategy in 2025-30 enabling the company to grow 3 times faster. Identification of commercial relevant target audience: A market model clarifies the commercial potential in 2025-30. By this any prioritization task is more effective. The project has on top revealed a new sub-segment making the addressable market 30% larger. Insight based mapping of end-users, decision makers, and strategists: The innovation team is now able to make insights driven decisions based both on end-users' jobs and pains. Lead on identification of the sweet spot between business viability, end-user desirability, and technical feasibility: By factually scoring all three perspectives across potential new product candidates, the number of relevant candidates are reduced by 50%. By this the innovation hit-rate is basically now 2 times higher compared.
Product Marketing ︱Go-2-Market︱Solution Selling︱Business Development︱Portfolio Strategy︱Product Development
Responsibility Insight based product and software development and communication execution across the entire enterprise portfolio. Results Product development and go-2-market for major programs like Jabra Evolve and Jabra Engage with yearly revenues at DKK +1,500 mill – all over and above their launch metrics Establishing eco-system of new software & communication platform alliance partners - more than 3,000 developers and 50 major partners the program is a massive success contributing significantly to the future revenue fundament.
Please review responsibility and results for senior product marketing manager.
Responsibility & Results Driving global go-to-market plan for all key launches in co-operation with sales. Transforming Jabra's launch framework from product centric to customer centric. Transforming launch model from individual launches to few, yearly launches with 'camp fire' investment rather than big bang launch investment.