mike schneider.

EVIDENCE

I’ve owned the whole marketing problem, not one slice of it.

Fifteen years inside B2B software, from early marketing hire to founding VP. Positioning, brand, demand, product marketing, revenue systems, team building, and board reporting.

Positioning + category Brand + demand Revenue systems Teams + board

Four operating chapters.

Each one began at an inflection point. The proof is not a floating company number. It is the mandate, the scope I owned, what I built with the team, and the company context around it.

2017–2025

Muck Rack

Founding VP of Marketing

Build the function. Reposition the company. Keep both working through scale.

I joined a bootstrapped software company with a one-person marketing function and a product largely understood as a media database.

What I owned

Positioning, demand generation, brand and communications, product marketing, content, marketing operations, team building, and board reporting. I also worked across sales and customer success on acquisition, activation, and expansion.

What I built

A 20-plus-person marketing team, the demand engine and operating cadence behind it, the move from media database to broader PR software, and the systems that kept brand and revenue work connected.

Company context

During my tenure, ARR grew from roughly $4 million to more than $50 million. The company remained bootstrapped until a $180 million Series A.

2013–2016

Conversocial

First North American marketing hire, later VP of Marketing and Growth

Help an emerging enterprise problem find its market, language, and go-to-market.

Conversocial entered North America as social media management software. The more valuable problem was customer service moving into social channels, before enterprises had settled language or buying criteria for it.

What I owned

The North American go-to-market, then global work across demand, content, analyst relations, partnerships, revenue operations, and sales development.

What I built

The US marketing motion and team, HubSpot and Salesforce infrastructure, the sales development function, and the category narrative around social customer service and the contact center.

Commercial context

Social customer service became the market frame the team, buyers, analysts, and partners could work from. As Conversocial moved upmarket, average contract value increased more than 4×.

2016–2017

Nestio

Head of Marketing

Change the market definition, then rebuild the commercial machinery around it.

Nestio had traction with New York rental brokers. The next company needed to sell nationally to multifamily property managers without losing what already worked.

What I owned

Positioning, brand, messaging, website, demand, and the marketing operating stack as a member of the leadership team.

What I built

The new market story and distribution foundation, plus HubSpot, Drift, and Salesforce infrastructure. I partnered with product, sales, and customer success so the market definition held across the company.

Durable change

The company opened new markets with one customer definition and a commercial system built around it.

2012–2013

MongoDB

Early marketing hire

Turn a fast-growing developer community into a repeatable growth system.

I joined while 10gen was becoming MongoDB and the company was growing quickly through a large developer community.

What I owned

Website growth, SEO, social, digital advertising, marketing automation, analytics, competitive intelligence, and marketing updates for board reporting.

What I built

Early digital and measurement infrastructure, work on the 10gen-to-MongoDB rebrand and website, and the launch of MongoDB University and MongoDB for Educators.

Durable change

Education became part of the growth system, not a one-off content campaign. It gave the developer ecosystem a repeatable way to learn and adopt.

BEFORE B2B SAAS

Brand instincts came first. Systems discipline followed.

I started in music, helping The Strokes and other artists modernize digital fan engagement. I worked on Newsweek On Air, then rebuilt marketing for Cannes Lion-winning Pomann Sound.

Those jobs taught me how audiences notice generic work, and how many specialists must coordinate to make one idea land. Studying Operations Research at NYU supplied the other half: model the system, measure what happens, and improve the next cycle.

What the operating work looks like now.

Current client names stay private. The work can still be specific. These are installed systems and operating changes, not invented revenue case studies.

An AI company in regulated financial services
Situation

Strong product, founder-led sales, and no marketing function.

Installed

A market and account model, buying signals, messaging, outbound campaigns, standing competitor dossiers, and a weekly pipeline review.

In use

The founder and sales team now work from one weekly review. Targeting, competitive context, and follow-up no longer live in separate heads and tabs.

A B2B data company
Situation

The company was selling to anyone with a budget. Nobody could say how large the real market was or which segment deserved attention first.

Installed

A segment-by-segment market model, named-account universe, ranked ideal customer profile, and shared allocation logic for sales and marketing.

In use

Market choice is explicit and rerunnable. Sales and marketing work from the same ranked market instead of separate assumptions.

A vertical SaaS company
Situation

Deals lived in the founder’s inbox because the team had never agreed on what a deal, or a stage, actually meant.

Installed

Buyer-led sales stages, CRM rules that enforce them, and the dashboard leadership reviews each week.

In use

Pipeline now has one answer, and getting it no longer requires asking the founder.

I do not name current clients.

THE PATTERN

I enter at an inflection point, make the market choice explicit, connect it to the story and the operating system, and leave the team with something it can keep running.

© 2026 Mike Schneider