Background & Fit
Why me, and why Boardable, right now.
I have spent fifteen years in B2B and SaaS marketing, mostly where product, partnerships, and pricing meet. I think about marketing the way a scientist thinks about an experiment: every campaign is a hypothesis the market either proves or disproves. Here is the short version of that background, and why this role fits how I work.
The arc
Fifteen years in B2B and SaaS.
Fifteen years in marketing and partner management for technology companies, much of it in SaaS. At ScanSafe, a web-security product later acquired by Cisco, I managed partners and owned pricing and messaging through resellers like Google and AT&T. At Zerply, a VC-backed SaaS CRM for recruiters in the entertainment industry, I owned product messaging and positioning and built an automated outreach system that acquired 50,000 targeted users in six months with zero ad spend. My roles have moved across partner, product, and marketing management, which is the range this position asks for: set the strategy, then do the work.
I also use AI natively in daily execution. This whole site (the vertical research, the 5,987-organization prospect database, the channel map) was built the way I would build the real thing: quickly, hypothesis-first, with AI as the force multiplier.
How I work
I treat marketing as a hypothesis.
Sometimes the data confirms it. Sometimes it kills it. I trust the second outcome as much as the first.
A hypothesis I confirmed: ScanSafe pricing
At ScanSafe I was tasked with growing revenue from State, Local, and Education buyers, the same public-sector and education segments Boardable is now targeting in K-12 and community colleges. We sold on monthly per-user pricing, and the popular hypothesis was to add nuance: tiered structures and a spot on the pre-approved state pricing lists buyers pick from. I sat in on sales calls before committing to it. Complexity was not what these buyers wanted. They wanted a rock-bottom price simple enough to defend to whoever had to approve the purchase. The real job was reducing their risk, not threading a pricing needle.
I proposed flat, rock-bottom pricing. Revenue doubled.
A hypothesis I disproved: Ball State admissions
Earlier, as an Assistant Director of Admissions at Ball State, I ran programs to enroll more underrepresented students. The hypothesis was that bringing inner-city students to experience campus would lead more of them to enroll. We ran it, and it did not work. The gates were GPA, SAT scores, cost, and distance from home, and since none of those moved, neither did our numbers.
It taught me to find the variable that actually controls the outcome before spending against a proxy. That is the discipline behind the freemium and channel math elsewhere on this site.
The fit
Why Boardable specifically
Two things about this role fit how I work. It is measured on revenue in new verticals rather than on activity, which is the kind of goal I want: a clear number, a testable path, and permission to change the plan when the data says so. And the verticals themselves (community colleges, K-12, healthcare, and governance-driven organizations) are moved by risk, compliance, and peer trust. Figuring out what motivates people and finding ways to move many of them at once is the part of marketing I am best at.
I will be honest about the gap: I have almost no experience in the nonprofit board space. What I have is a habit of getting inside an unfamiliar market quickly and building the plan before anyone hands me a brief, and this site is the evidence. I researched four verticals I had never sold into and built the ICP, the messaging hypothesis, the outbound process, and a real prospect universe, the way I would do it on the job. If that is the skill the role needs, I would like to talk.
Let's talk about building this together →
If the way I've framed Boardable's vertical expansion resonates, I'd love to walk through it live.