KanmonHead of Marketing
I build revenue systems that move companies forward.
I lead marketing and go-to-market across early-stage startups and enterprise organizations, connecting market understanding, positioning, brand, demand, sales execution and operating discipline around durable growth.
Strategy → execution → growthScroll ↓
Inside the companies
Built from the inside.
Leadership across startups, scaleups and enterprise organizations. The roles change; the throughline is building clearer markets, stronger GTM systems and more durable growth.
Trusted by leading agencies
Agency-side experience before and alongside in-house leadership
01 / The work
The work is turning market understanding into a system for growth.
Build the GTM system
ICP and segmentation. Positioning and category. Buyer understanding. Demand architecture. Sales alignment. A coherent system for deciding where to play and how to win.
Create market pull
Brand strategy. Editorial and content. Executive visibility. Market presence. Customer experience. The work that makes a company easier to recognize, trust and choose.
Operate with discipline
Experimentation. Marketing operations. Capital allocation. Measurement. Team leadership. Strategy matters when it changes what the company actually does.
02 / Selected brands + clients
Work that crossed categories.
Across in-house leadership and agency work, I've supported brands and organizations spanning technology, telecom, financial services, healthcare, tourism, real estate, manufacturing and media. Different categories. Same discipline: understand the customer, clarify the value and make the work perform.
Altice
DISH
Guardian Glass
The JBG Companies
L3 Communications
Maryland Lottery
Maryland Office of Tourism
Matter Health
Metro by T-Mobile
National Aquarium
National Penn Bank
Samsung
SDIX
Spectrum
Sprint
Thomas & Betts
Universal Lighting Technologies
Voice of America03 / How I think
Marketing strategy
isn't a funnel.
It's an influence map.
Buyers stream, scroll, search, ask, compare, forget, return, validate and decide. I approach marketing accordingly: understand the market, create distinctive demand, make the company easier to choose and allocate resources across a portfolio of bets instead of worshipping the attribution report.
The job is not to make marketing look busy. It's to increase the probability that the company wins.
The job is not to make marketing look busy. It's to increase the probability that the company wins.
04 / Selected outcomes
Proof without the chronology.
Annual revenue growth supported during Built Technologies' scale-up.
Pipeline coverage maintained while helping scale Built from Series B through Series D.
Exceeded yearly take-rate and revenue goals at Asurion through channel marketing leadership.
05 / Thinking
Notes from the work.
Ideas on growth, GTM, leadership and the operating choices behind the numbers. View all thinking →
06 / About
Operator first. Marketer by trade.
Twenty-plus years across venture-backed technology, fintech, SaaS, agency and enterprise environments have made me less interested in marketing theater and more interested in how a company actually creates, communicates and compounds value.
MBA, Lipscomb University · BA, University of Tennessee · Nashville, Tennessee
More about Nick → Résumé PDF →
Let's talk GTM.
I'm always interested in the people, companies and ideas reshaping how businesses grow.
TateGTM@gmail.com ↗