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Modern go-to-market segmentation is breaking away from outdated firmographic labels like SMB, mid-market, and enterprise as AI and automation decouple scale from headcount.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.
A Marketecture (or Marchitecture) not only forms the foundation for how your products are packaged, marketed, and sold, they also provide the vision for how your products will evolve. Product teams can and should use Marketectures to plan roadmaps, with each launch representing a new building block. Despite its importance, there isn’t a standard, universal definition of what constitutes a Maketecutre. So let me have a go at it:
Humans love a good story; it's wired into us as a way of connecting and sharing our knowledge. Stories help us learn, connect, and feel. Stories inspire us to be better and do better. We use stories to understand the needs and wants of people so that we can build tools to help them achieve more.
So, how do you tell a great product story?
Product marketing focuses on developing strategy around introducing products into the market. Product marketing, however, can only take a product as far as the market wants it; a well-designed product won’t be successful if it doesn’t address an existing market problem. This is where product marketing’s visibility into customers’ demand and needs can help identify product-market fit.
As product marketing consultants, our team at Fluvio is tasked with quickly onboarding and assimilating with our clients’ products and businesses. Our goal is to become part of - or the sole member of - each client’s product marketing team, knowing and understanding their business, objectives, product and service offerings, competitive market and customer insights, in a matter of weeks. This is no easy feat, and in order to do so successfully we must use the time wisely to learn and get up to speed quickly, so we can begin making an impact.
There’s no sugar-coating it; product marketing is a challenging job. At their best, PMMs are the internal bridge between product, sales, and marketing, driving messaging and positioning for the entire go-to-market strategy. It requires stellar communication, creative, and executional prowess. But for all the importance placed on Product Marketing’s internal expertise, a similar level of attention must be paid to the wider industry and, specifically, the competitive landscape surrounding your business
You have a new product that you want to take to market, so it’s time to figure out what you should say about it. Building that messaging for the market is not just huddling with a bunch of copywriters and throwing together the most popular buzzwords. Even the best-written marketing and best-designed campaigns can go awry if they’re missing a foundational piece: product positioning.
The Product Marketing Alliance’s State of Product Marketing Report for 2020 shows that only 5% of product marketers feel like their role is fully understood, meaning quantifiable metrics are desperately needed to maintain credibility and leadership buy-in. So as you begin to determine how you could quantify product marketing at your organization, let’s first consider what’s possible from a metrics perspective.
Operating at the intersection of product, marketing, and sales, product marketing drives much of the go-to-market strategy, but what happens once the product and its campaign are launched? It’s the sales team’s turn to bring the product message to potential customers and drive revenue. Whether they are qualifying leads or closing deals, sales reps need to be equipped with the right knowledge and supporting assets to be successful. Product marketing can bridge that gap through sales enablement.
As I grow Fluvio and engage with more and more CEOs, CMOs, VP of Marketing, Heads of Product, etc, I often get confronted with one (at times, veiled) question - why should I hire a consultant vs a full-time employee? In this post, I highlight some of the key reasons as to why hiring a consultant (or contractor) could be the best decision for your business.
Founder and Managing Partner of Fluvio, Devon O’Rourke sits down with the Product Marketing Alliance and shares the story of what inspired him to make the leap from PMM at a goliath like Amazon to starting his own consultancy, his top tips for anyone considering making a similar move, plus PMM-specific insights including how he views the role of product marketing varying so much from company to company as a good thing, his views on PMMs sitting in the product or marketing orgs, where his preference lies, and heaps more good stuff.
Product Marketing is one of the few roles that works intimately with sales, sales enablement, product, product enablement, partnerships, marketing, communications, client success, engineering and more in order to effectively gain market insights and scale product launches. The best way to work with these cross-functional teams is to consider them your stakeholders.
At its core, the book is about how our current business and marketing practices are broken, and that ultimately, we often shrink toward conformity rather than expand toward differentiation. Anyone interested in business, building a brand, or honing their own marketing principles should give it a read. I’m sharing a quick summary of my takeaways to help generate thought, and perhaps drive folks to read the book for themselves.
In March of 2017, Etsy stock was at an all-time low at just under $10 a share. There were grumblings about the marketplace’s slowing growth and insiders worried about how it could possibly stay afloat while competing against Amazon. Activist investors besieged the leadership team and ultimately led to a changing of the guards, with turnaround guru and eBay vet Josh Silverman taking the reins. A year after hitting an all-time low, Etsy’s stock rebounded and grew 200% to $30 a share; now at just over three years, a 10x increase at over $110 a share. So what can be attributed to this meteoric comeback?
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?
