02 / OPERATIONS
Putting the busywork on autopilot.
I designed and built an AI-powered operating system that connected marketing intelligence, GTM execution, and product marketing operations.
ROLE
System architecture, workflow design & implementation — I designed and built all three systems
SCOPE
Marketing Skills, GTM enablement & recurring PMM operations
02 / OPERATIONS
Putting the busywork on autopilot.
I designed and built an AI-powered operating system that connected marketing intelligence, GTM execution, and product marketing operations.
ROLE
System architecture, workflow design & implementation — I designed and built all three systems
SCOPE
Marketing Skills, GTM enablement & recurring PMM operations
02 / OPERATIONS
Putting the busywork on autopilot.
I designed and built an AI-powered operating system that connected marketing intelligence, GTM execution, and product marketing operations.
ROLE
System architecture, workflow design & implementation — I designed and built all three systems
SCOPE
Marketing Skills, GTM enablement & recurring PMM operations
THE OPPORTUNITY
Repeatable work needed repeatable systems.
Recurring intelligence and execution work needed more than one-off prompts. I personally designed and built three complementary systems: one to codify marketing knowledge, one to make intelligence usable in GTM, and one to automate recurring product marketing operations.
My work was system architecture, workflow design, and implementation—not simply selecting or using AI tools. These are three peer systems with distinct operating models, not stages in a single linear pipeline.
THE OPPORTUNITY
Repeatable work needed repeatable systems.
Recurring intelligence and execution work needed more than one-off prompts. I personally designed and built three complementary systems: one to codify marketing knowledge, one to make intelligence usable in GTM, and one to automate recurring product marketing operations.
My work was system architecture, workflow design, and implementation—not simply selecting or using AI tools. These are three peer systems with distinct operating models, not stages in a single linear pipeline.
EXHIBIT 01 / Three-system architecture. A high-level schematic of three complementary systems with distinct operating models—not a sequential pipeline. Open the full-size exhibit to read every label.
Open full-size exhibit
EXHIBIT 01 / Three-system architecture. A high-level schematic of three complementary systems with distinct operating models—not a sequential pipeline. Open the full-size exhibit to read every label.
Open full-size exhibit
ACT 01 / MARKETING SKILLS
Codify the intelligence.
I designed and built Marketing Skills as a reusable library of canonical marketing knowledge and execution skills. I structured the system to separate shared marketing truth from the playbooks that apply it.
The distinction matters: shared knowledge provides a consistent foundation; execution skills apply that foundation to the work at hand.
ACT 01 / MARKETING SKILLS
Codify the intelligence.
I designed and built Marketing Skills as a reusable library of canonical marketing knowledge and execution skills. I structured the system to separate shared marketing truth from the playbooks that apply it.
The distinction matters: shared knowledge provides a consistent foundation; execution skills apply that foundation to the work at hand.
EXHIBIT 02 / Marketing knowledge architecture. An illustrative recreation showing the separation of canonical knowledge and execution skills—not an internal workspace or repository screenshot.
Open full-size exhibit
EXHIBIT 02 / Marketing knowledge architecture. An illustrative recreation showing the separation of canonical knowledge and execution skills—not an internal workspace or repository screenshot.
Open full-size exhibit
ACT 02 / GTM
Activate it in GTM.
I designed and built self-serve GTM capabilities around two distinct workflows: customer proof and onboarding proof. Customer proof transforms anonymized merchant evidence into usable sales materials. Onboarding proof connects feature adoption data to relevant peer-proof lines for merchant-facing enablement.
These are sanitized use-case descriptions, not customer claims. No merchant identities, raw internal data, or customer-specific performance figures are presented.
ACT 02 / GTM
Activate it in GTM.
I designed and built self-serve GTM capabilities around two distinct workflows: customer proof and onboarding proof. Customer proof transforms anonymized merchant evidence into usable sales materials. Onboarding proof connects feature adoption data to relevant peer-proof lines for merchant-facing enablement.
These are sanitized use-case descriptions, not customer claims. No merchant identities, raw internal data, or customer-specific performance figures are presented.
GTM / TWO PARALLEL CAPABILITIES
GTM / TWO PARALLEL CAPABILITIES
Customer proof
Customer proof
01 / INPUT
01 / INPUT
Merchant data
Merchant data
02 / TRANSFORM
02 / TRANSFORM
Anonymized customer proof
Anonymized customer proof
03 / OUTPUT
03 / OUTPUT
Usable sales materials
Usable sales materials
Onboarding proof
Onboarding proof
01 / INPUT
01 / INPUT
Feature adoption data
Feature adoption data
02 / TRANSFORM
02 / TRANSFORM
Relevant peer-proof lines
Relevant peer-proof lines
03 / OUTPUT
03 / OUTPUT
Merchant-facing enablement
Merchant-facing enablement
Illustrative workflows using generic labels only. Two separate capabilities—not one combined pipeline. No actual merchant data, identities, or proprietary examples are shown.
Illustrative workflows using generic labels only. Two separate capabilities—not one combined pipeline. No actual merchant data, identities, or proprietary examples are shown.
ACT 03 / PMM INTERNAL
Automate recurring PMM operations.
I designed and implemented recurring competitive intelligence, launch intake, and adoption-framework workflows in PMM Internal. I shaped the operating model around repeatable automation and explicit human checkpoints.
Workflow design includes deciding where automation stops. Human review remains essential before publishing or distributing consequential recommendations; automation supports the work without replacing operational judgment.
ACT 03 / PMM INTERNAL
Automate recurring PMM operations.
I designed and implemented recurring competitive intelligence, launch intake, and adoption-framework workflows in PMM Internal. I shaped the operating model around repeatable automation and explicit human checkpoints.
Workflow design includes deciding where automation stops. Human review remains essential before publishing or distributing consequential recommendations; automation supports the work without replacing operational judgment.
EXHIBIT 03 / Human review loop. A conceptual workflow illustrating human review before consequential recommendations are published or distributed—not a literal system screenshot.
Open full-size exhibit
EXHIBIT 03 / Human review loop. A conceptual workflow illustrating human review before consequential recommendations are published or distributed—not a literal system screenshot.
Open full-size exhibit
TOOLS & OPERATING MODEL
The tools support the system. People own the judgment.
Claude, GitLab, Temporal, Slack, and Notion.
The tools were inputs to my implementation, not the work itself. I designed the system architecture and workflows around reusable knowledge, self-serve GTM capabilities, and recurring PMM operations—with human review at consequential decision points.
TOOLS & OPERATING MODEL
The tools support the system. People own the judgment.
Claude, GitLab, Temporal, Slack, and Notion.
The tools were inputs to my implementation, not the work itself. I designed the system architecture and workflows around reusable knowledge, self-serve GTM capabilities, and recurring PMM operations—with human review at consequential decision points.
THE RESULT
More repeatability. More room for judgment.
Reusable marketing knowledge
Self-serve customer proof
Repeatable competitive intelligence and launch workflows
Consistent execution with human oversight
I built these systems to support more consistent execution with human oversight and create capacity for interpretation and decisions.
This is a qualitative account of repeatability, consistency, access, and capacity—not a measured claim about hours saved, productivity percentages, or business performance.