Why I Joined Poggio

Whenever you start a new venture, everyone asks about it. What do they do? Why did you join? What are you doing? As I’ve answered these questions since joining Poggio (“poe-jee-oh”), I’ve come to the realization that this is the first time in my career that I’ve felt such clear alignment of product, market, and personal fit.

That’s not to say that the companies on my resume didn’t have exceptional product/market fit: DocuSign, TripActions (now Navan), and New Relic all come to mind in terms of the value of their solutions and how well each solves customer needs. That’s also not to say that I wasn’t passionate about all of the brands where I’ve worked, our customers, and their success. In fact, I rarely get involved in something I’m not deeply passionate about. (You should have seen the amount of magenta in my closet when I was a brand leader at T-Mobile.) 

But Poggio is different.

I’ve spent half my marketing career working to understand customers—their priorities, needs, and challenges—and how we as an organization uniquely solve them. I’ve spent the other half bringing the resulting value propositions to life to create and disrupt categories, build brands, and drive growth. 

Throughout my career, I’ve strived to build world-class GTM organizations and achieve sales and marketing excellence in partnership with my peers by creating cultures focused on customer success with: 

• An inspiring vision and shared goals,
• Strong collaboration and communication,
• Well defined and scalable operations and processes,
• Data-driven decision making, and
• A commitment to enablement and continuous improvement. 

These, I believe, are the ingredients for the right environment to build, coach, and nurture a highly skilled GTM team with sellers who show up smarter than competitors, delight customers, and win.

You know, the ones who consistently achieve President’s Club by earning customer trust, demonstrating a deep understanding of their customer’s business, ensuring relevance by speaking in the customer’s language, and attaching the sale to the customer’s biggest priority so customers buy, buy their solution, and buy it now?

But ask any revenue leader and they’ll tell you this is far easier said than done—especially at scale.

The Market Opportunity

From my years of partnering with sales leaders and collaborating to enable our joint GTM teams for success, we always faced a shared challenge of unlocking value selling across the organization. Doing so in a way that aligned the enterprise—in particular Sales, CS, Support, and Marketing—so that the entire team consistently delivered a world-class customer experience, from first call to onboarding, QBR, renewal, and expansion.

But the size and scale of enterprise business always made it a challenge. Rep coverage ranges from a few strategic accounts to hundreds of opportunities. Researching one can take days. Finding all relevant data across thousands of sources is hard. Turning that research into a winning point of view steeped in how you uniquely solve customer challenges is really hard. And doing this across an entire book of business is near impossible. 

That’s why account plans typically get done once a year during Sales Kick Off and quickly grow stale with reps relying on gut feel. And in the handoff from pre- to post-sale, or when territories or team members change, account intelligence gets lost.

The negative consequences are felt across the funnel and amplified at scale. Without an exec-level point of view (POV), GTM teams fail to break through the noise to secure meetings. Deals stall and pipeline dries up because sellers all sound the same and their solutions become commodities competing on price.

Now imagine this in the world that’s fast approaching with thousands or tens of thousands of AI agents operating in partnership, in parallel, and increasingly independently of your human talent, each with their own POV on your customer. YIKES!

Wouldn’t you rather your entire team—people + AI agents—show up as strategic partners and advisors to your customers, than as vendors? Of course, we all would. 

Spoiler Alert: Here’s the Product/Market Fit Bit

Poggio solves this challenge for enterprise revenue leaders, making value selling an org-wide core competency by arming GTM teams with comprehensive account intelligence that delivers winning, exec-level POVs so they can best sell, support, and serve customers.

It’s the perfect storm in this moment: nobody has this today, everybody needs it, and the shift to AI is both the enabling tech and the catalyst that amplifies the urgency.

Solving this for your human talent creates instant competitive advantage while solving this for the coming influx of AI agents not only extends competitive advantage, it’s existential to survival.

Poggio’s AI agents discover, synthesize and contextualize everything to know about an account from thousands of first and third party sources, doing the deep research so sellers can spend more time with customers. Poggio scours 10-Ks, 10-Qs, industry and company news, earnings transcripts, investor decks, news, podcasts, competitive data, LinkedIn, Gong, Salesforce, and more to deliver the most complete view of every customer.

Poggio is easily configurable and optimized for an org’s unique GTM motion. It integrates enablement content—value frameworks like CoM and MEDDPICC, positioning & messaging, case studies, battlecards, and more—to deliver winning POVs, compelling narratives, powerful business cases, and actionable account plans on how you are best positioned to sell and support each customer.

Poggio is infinitely extensible with its intel and POVs flowing anywhere directed—to your people in Sales, CS, Support, and Marketing; to Salesforce and your data warehouse; and to AI agents deployed across your business—to serve as the single source of truth with an always-current, always relevant view of every account.

If you think about the sheer scale of aligning and enabling thousands of enterprise GTM team members serving even more customers, and the hours required to do the research on each, it’s no wonder it took so long to solve. It goes beyond human scale as a problem only solvable in the last few years with GenAI.

So you can see why, with strong product/market fit solving a challenge I’ve faced throughout my career that’s only recently been truly solvable, I’m thrilled to be here now.

Comments from Poggio customers—revenue leaders, heads of rev ops and enablement, and sellers alike—all share the same sentiment: “Poggio is more than just a sales accelerator; it’s a value prop enabler for every account.” “Poggio is a game changer.” “The easy button.” “Where POV creation starts.” “I am shocked at how much high value intel Poggio puts at my fingertips.” and “Where I see the biggest value of Poggio is the end of the deal by helping us attach to the client’s biggest pain, get prioritization of spend, and increase our deal size.” 

These wow and a-ha moments are exactly how I felt when I had my first demo of Poggio. 

I’m amazed and inspired by our Product Development & Engineering team and our GTM team, their passion, dedication, and intelligence in how they approach solving customer needs to enable their success is mind blowing.

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And speaking of passion…

When I began my search for my next career opportunity, I was looking for some very specific and often rare attributes, particularly when combined together. I wanted to work with founders who had an inspiring vision and mission focused on customer success that I could passionately rally behind (check), a market opportunity—ideally in AI—that posed significant growth opportunities (check) and a leadership team with deep expertise, passion, and a unique blend of high IQ and high EQ that only comes from experience, continuous learning, and humble personalities (check, check, and check). 

I also deliberately sought out an environment that encouraged team members to bring their best, authentic selves to work every day. A place where passion for customer success translates to a willingness to roll up one’s sleeves to dive in as leaders and contributors to do something meaningful and important together. And lastly, I sought out an earlier stage company where I could have impact and influence over all of these things, and in Poggio’s case, on our journey of helping enterprise leaders bring their customer data and revenue into the intelligence age to achieve GTM, sales, and business transformation.

The product/market/passion fit is almost as clear as the path forward to create, build, and lead the Account Intelligence category. As the cyclists facing the last hill climb in the Milano-Sanremo road race, and the company’s namesake, Poggio, might say, “Andiamo!” (Let’s go!)

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