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Kate Swanberg 🪽
Fractional demand gen gives you wings
Kate Swanberg is a strategic and results-driven marketing leader specializing in demand generation, SEO & SEM, growth hacking, and various other aspects of digital marketing. She is currently working as a Solopreneur and Fractional Head of Demand Gen at Demand Bull.2
Kate's expertise includes:
- User acquisition and digital strategy
- Content marketing and copywriting
- Lead generation and SaaS sales
- Mobile monetization and product placement
- Agile marketing and scrum processes
She has a proven track record of empowering teams to achieve their performance potential and meet targets, focusing on ROI and goal-oriented strategies. Kate's experience spans across notable organizations such as Demand Bull, Perfect Venue, Leapfin, Tradeshift, and Koombea.1
Kate holds a BS in Advertising and Marketing from the University of Illinois Urbana-Champaign. She is known for her ability to scale LinkedIn ad programs to achieve a program CAC of 1 to 5 for enterprise clients.3
In addition to her professional work, Kate mentors and advises early-stage startups across various industries. She can be reached on Twitter (@keswanberg) and through her website www.kateswanberg.com.
Highlights
“Internal thinking is very easy to screw up at most startups.”
I read this LI post the other day and it made me wonder WHY it’s so common.
And it isn't due to bad people or poor ideas; rather, it's human nature to have bias.
Critical data can often be overlooked amid:
- Board and investor expectations,
- Immediate needs at the C-level,
- A focus that's either too short-term or too futuristic,
- A declining culture
This is why mentors, advisors, and consultants are crucial.
Companies pay a bunch of $$$ to tell them what they might already know and then some.
Mostly, this is money well spent.
You’re protected from blind spots and misjudged metrics.
For example: I once saw an engineering leader prioritize SOC 2 compliance over a feature that could have helped us hit our monthly ARR metric.
Mind you, the industry, persona, and company size didn’t care about SOC 2. — the data proved it.
We went through every closed/lost and not one of our deals were lost because of it nor was it mentioned as a technical requirement.
Now I’m not saying we shouldn’t have had SOC 2. But we did miss out on another opportunity because we had 3 engineers and 5 months of runway focused on something else.
It felt like a misstep that a 3rd party could have helped us avoid.
Instead of focusing on product enhancements that were brought up in sales cycles, we focused on a feature that a MM or enterprise company might care about.
Sometimes… your biggest weapon is to NOT isolate your strategy in a vacuum.
I had a client at an all hands start with a gratitude bomb đź’Ł
I wanted to share this because I think all too often when there are changes (in general) we go into a “solution mode” frenzy. Trying to figure out the next “thing,” quickly.
It’s ok to pause. It’s good to reflect & give gratitude on what worked and to take your time with what you want to continue, stop, or start.
I think the more companies that adopt this, the happier everyone will be. And that stress or extra pressure to “do” something will feel more grounded.
