I take products to market and build GTM motions that drive revenue.

The gap: The product was being sold on feature depth. But that was not what businesses were buying on. What mattered to them was getting their product to their customers on time. Time to value was the real criteria. The positioning was answering a question buyers were not asking.

What I did: I ran a fast audit of how sales described the product versus what actually closed in win interviews. We rebuilt the messaging hierarchy around the buyer's internal justification, not what engineering was proud of. New collateral, a retrained sales narrative, and a tighter ICP definition that helped sales reps qualify faster.

The gap: The problem was not awareness. It was behaviour change. Sellers did not believe a car could be sold in 45 minutes online and paid for fairly. Buyers had no way to verify what they were purchasing and no reason to trust a brand they had never heard of. Two separate trust deficits had to be solved with two separate GTM approaches.

What I did: The mandate had problems. Sellers needed to believe the 45-minute promise before they would list, and buyers needed a way to verify what they were purchasing before they would trust the transaction. They were already used to the local way of verifying. So, I built separate GTM approaches for each. For sellers, the work was to build a consistent, trackable delivery process through NPS so the promise felt real and humanized. And for buyers, I built a verification layer in partnership with the Ministry of Transportation and made it visible at the point of purchase. I also added a Kia Motors partnership to transfer brand credibility and built a dealer and influencer community to anchor trust locally.

The gap: A global brand does not enter a new market on name alone. The distribution infrastructure had to be built, the grey market issue had to be addressed with a real value argument, and the messaging had to be localized for how East African buyers actually made decisions. None of the standard HP playbook applied here.

What I did: The standard HP playbook assumed existing distribution infrastructure, but none existed across Kenya, Uganda, and Tanzania. So the first task was to build the channel from the ground up by recruiting and onboarding 2 distributors and 10 resellers to provide last-mile coverage. On the grey market challenge, the argument was never just about price. It was about total value, so I built a response using warranty coverage, reduced printer pricing, and free ink bundling to make the legitimate product worth buying. Messaging was developed in local languages through partnerships that buyers in each market already trusted.