Works.

Scandit's barcode scanning was a category leader. ID scanning was adjacent in tech but very different in buyer, use case, and competition. We recognized two very different persona categories: developers / technical buyers, and industry operations.

For the dev/tech persona we stayed clear and to the point – capabilities, tech differentiation, integration options, simplicity.

For the industry ops persona we focused on the jobs-to-be-done of each industry and use case – airlines, logistics, post & parcel, retail. We didn't just sell the technology. We mapped the problems we solve in each industry and the real workflows we improve.

Positioning by persona, vertical messaging, sales enablement, launch video, web pages, demo experience.

Scandit's growth had been SDK-to-developers. The strategic shift was to lead with industries and use cases instead – retail, post & parcel, logistics, field service, air travel, healthcare. Each backed by a real customer JTBD, not just a feature list.

Researched each vertical with product, sales, and customers. Translated findings into tailored positioning and messaging per industry. Built use cases that the buyer actually recognised in their own workflow.

Then partnered with content, design, and sales to turn each vertical's positioning into a full asset stack: web pages, whitepapers, videos, pitch decks, sales enablement.

Vertical web pages and messaging across retail, post & parcel, logistics, field service, air travel, healthcare. Whitepapers (incl. retail's "Think Like Amazon"). Industry "dollhouse" visuals mapping use cases across operations. Vertical pitch decks. Sales enablement per industry.

As a Samsung solution partner, we needed content Samsung's reps would actually use. Both teams wanted to show that barcode scanners are old and clunky for retailers – and shift perception toward smartphones. The risk: the negative framing would stick to our own brands too.

Found a visual and narrative reference that flipped the frame: retro. Instead of calling smartphone scanners "old", we called them retro – memorable, slightly humorous, no insult. The retailer doesn't have to defend their past choice to consider a new one. Packed the video with real examples where smartphones beat scanners.

Co-produced launch video, split-budget production, joint distribution through Samsung sales channels.

ShelfView was a completely new product line: shelf computer vision intelligence for retailers. We had to build trust, beat competitors on visual quality, and educate the market on a category Scandit hadn't been known for – in a short runtime.

Narrowed the value prop to the few elements that actually resonated. Mixed three modes: technical animation (the how), retail store scenes (the problem), and on-camera presence from two Scandit team members and one customer (solution and trust). Skipped voice-over – let the people speak. The mix made it engaging without diluting the message.

Launch video, supporting positioning, web content, sales materials for the new category.

I produced 100+ product videos. Early on, one came back from the shoot, the CPO watched the final cut, and said he didn't like the intro.

Video is opinionated, and there are a lot of stakeholders. If you don't manage that, a project would turn into a committee that waters everything down.

I built a staged sign-off system – a pyramid. Each stage got signed off before it fed the next: brief & goal → positioning → key idea → narrative flow → storyboard → final script → final video. A RACI table made it clear who approves and who's just informed and doesn't need to weigh in.

So when someone asked late "why aren't we saying benefit X in the intro?", I pointed back to the positioning we'd already agreed. It killed group conformity and late rewrites – and let us ship punchy, strong videos instead of safe mush.

100+ product videos across launches, web, sales decks, events, and analyst briefings. A repeatable staged process and RACI other teams reused.

Scandit's software comes alive in the physical world – scanning real labels, AR overlays on real shelves. We learned very quickly that selling the technology and its features wasn't enough. Each persona – retail associate, field-service tech, logistics worker – needed to see their own workflow, exactly as they experience it, to connect the dots and imagine it in their facility.

So we stopped demoing "the technology" and started demoing the buyer's day. We designed every experience around each industry's real tasks and the exact information a worker sees on the job – before they ever tested it in their own facility.

Interactive trade-show demos – walls you point at to scan products and see AR relevant to your industry. Among the most interactive demos on the show floor.

Demo books – let prospects capture their own setting, then scan, trigger AR, and see the info a worker sees, before testing it in their facility.

Demo apps – built closely with the PM, planning the best app experiences to show our capabilities, down to exactly what product info to surface for workers in retail, field service, and logistics.

Indoor-location IoT technology that could work across many industries. As a small startup out of Dublin, we needed focus, trust, and attention – without the size to command any of it.

We started in healthcare, but the sales cycles were brutally long. So we switched to logistics. Then I built a GTM engine that made us read like a much bigger company than we actually were.

Started content and SEO very early – which paid off fast. Learned PR hands-on: small wins in Irish tech news first, then features in key logistics industry magazines whenever we had something to announce.

Built an outbound system on the CRM and marketing automation. Wrote the value proposition, whitepapers, and ROI calculations. Pulled it all into a website and content engine that made us look far bigger than we were.

Most language apps stack streaks and rewards on top of shallow content. Lots of dopamine, little actual progress. We wanted the opposite – something an adult could use to read German in real life, fast.

Skipped the "100 words a day" trap. Built short, quirky stories with AI assistance, paced for real retention, no streak shaming. Tested positioning live before building the funnel. Treated marketing copy like product copy.

Product, UX, positioning, AI prototyping, German content, website, launch and GTM. With a team of three.

Email campaigns going out cold to industry leaders – HR, finance, pharma, and more. Conversion stuck. Buyers ignored generic webinar pitches.

Switched from "register for this webinar" to giving the value upfront. For each webinar, I worked with the speaker to put genuinely useful information right in the email – so people could experience the value before deciding to show up. Value first, ask second.

Content strategy, 100+ campaigns, blog launch, infographics, webinar landing pages.

Niche identity & access management software (midPoint, open source). Deep technical content, low organic traffic. The team's instinct was to write more, faster.

Audited what was already there. Their product wiki at wiki.evolveum.com sat on a subdomain and had quietly built strong domain authority over years – open-source IAM is a rare, deep niche, and that wiki had become a reference. But it barely linked back to the main site. The asset was already there. Use it.

Mapped the highest-intent keywords to pages on evolveum.com. Built internal linking from the wiki into those pages – the authority flowed where it could convert. Layered the rest on top: URL and meta restructure, Wikipedia references, Quora and StackOverflow answers, SlideShare decks repurposing existing content, technical PR.

Keyword strategy mapped to pages, wiki-to-main-site internal linking, URL and meta restructure, breadcrumbs, off-page program (Wikipedia, Quora, StackOverflow, SlideShare, technical media).