10+ years of asking buyers “why?”

We weren't publishing enough to get ranked by LLMs, which is where B2B shortlists now get built.

Built an agent pipeline that turns our CEO's raw thought leadership and discovery-call data into buyer-stage content — run through Gartner's B2B buying-jobs framework and grounded in our positioning, sales deck and customer interviews. I own the quality bar: prompt design, output evaluation, failure analysis, and the call about when a human has to take over. A team of three specialists and a content lead run it day to day, with human review at every prompt and edit.

Output went from one or two articles a month to three or four a week, and within weeks we overtook two of our largest competitors in AI search visibility across the US and UK, per Otterly.AI tracking. We're now relaunching the core website pages to answer buyer questions the way LLMs need them answered.

A UX design firm selling to B2B SaaS, publishing steadily and getting leads that weren't ready to buy. The goal was lead quality, not lead volume — which meant the problem wasn't output, it was what the articles were answering.

Started by facilitating a session to build the buying process map, then rebuilt the editorial plan around those milestones rather than topics. Every piece got a milestone — do we need UX, UX versus the alternatives, what to look for in a partner, how to sell it internally, why this firm — plus an author, a subject-matter expert, a peer reviewer and a publish date. I ran a crash course in writing for B2B for the team, held a monthly editorial touchpoint, and gave two rounds of strategic review and coaching on each article, often by video so the reasoning came through with the edit.

A content strategy answering questions in the order buyers actually ask them, a tagging taxonomy the team could keep using, and a full content production process their team went on running themselves — writers paired with internal subject-matter experts and peer reviewers on every piece. Same pattern as the interviewer training: the deliverable is the capability, not the copy.

A B2B SaaS platform serving small and mid-sized businesses in the promotional products industry had two sides to serve, and only really understood one of them. Suppliers weren't converting, and nobody could say with confidence what suppliers' highest-value problems were, how they saw the platform, or what they'd pay for it.

An eight-week buyer enablement research and strategy engagement. I opened with a working session for the founder, marketing, sales and customer success to surface where they thought deals stalled, then ran twelve to fifteen qualitative interviews across closed-won suppliers, closed-lost suppliers and distributors — covering how they identified the problem, what alternatives they weighed, how requirements got built, and the internal conversations needed to reach consensus.

A research deck and a one-page insights map: buying triggers, value drivers, objections, budgeting behaviour and adoption hurdles, with the verbatims left in. It surfaced the uncomfortable one — that the platform was seen as a “nice little community” rather than a revenue-driving, business-critical tool — plus messaging and content strategy, buyer enablement tools for sales conversations, website messaging and sales training recommendations.

Two SaaS products in retail media and measurement, sold into a crowded ad tech market with no shared model of how buyers decide.

Opened the job with buyer interviews and win/loss across closed-won and closed-lost, then built the recurring voice-of-customer system that fed GTM strategy and sales enablement.

Repositioning and messaging across both products, and competitive intelligence sharp enough to differentiate in a crowded category.