On this episode of Embracing Erosion, Devon sits down with Chris Gaebler — a seasoned Chief Marketing Officer whose career spans leadership roles at Netscout, Kaspersky, Guardicore, Sonrai Security, and Protegrity.
Fluvio continued to expand its position in 2025 as the go-to partner for mid-market and enterprise technology firms looking to tackle critical go-to-market (GTM) challenges. Supported by continued expansion in mid-market and enterprise Consulting and growth in Recruiting & Talent Development services, we grew revenue for the sixth consecutive year and continued to accelerate year-over-year growth (from 7.6% in 2024 to 25.6% in 2025) reaching $2.9M in revenue.
Product marketers don’t evaluate “company culture” as perks or values—they evaluate it as an operating model that determines autonomy, influence, speed, and success. This article outlines 10 clear culture spectrums hiring managers can use to honestly explain how their company actually works, helping PMMs assess fit and reducing misaligned hires.
Modern go-to-market segmentation is breaking away from outdated firmographic labels like SMB, mid-market, and enterprise as AI and automation decouple scale from headcount. This article explains why GTM leaders should shift to operating-model segmentation using technographics, behavioral intent, and growth signals to build dynamic, high-accuracy ICPs that improve sales efficiency, marketing relevance, and product alignment.
Without a highly integrated workflow between product and product marketing teams, your business is likely to struggle to uniformly connect with your audiences and fail to build products or services that inherently meet their needs. So how can product marketers help navigate these pitfalls and build a trusted partnership with their product team counterparts? Deliver results and prove your value.
While I do see merit in (and have personally experienced the benefit of) growth tactics such as A/B testing and experimenting to drive traffic, sign ups, or sales; these are short-term techniques that should never come at the expense of foundational product marketing work. Quickly attained, vanity growth is not sustainable. A tree doesn't grow branches without first forming a trunk (I made this phrase up but it feels right). So where do you start?
