Most conversations about AI and PMM start with productivity: write faster, research quicker, produce more with less. That is a real conversation, but it is not the important one.

The important one is this. When every organization has the same AI tools, generating content at the same velocity from the same market signals, what are you competing on?

This session starts there and does not skip to the optimistic part.

Product organizations are spending tens of millions of dollars in tokens shipping capabilities at a pace no GTM team can match. A competitor can replicate your product in a week with a fleet of agents. The output layer, meaning decks, briefs, campaigns, and competitive summaries, is becoming a commodity across the whole category at once. Without a strategic layer deciding what gets amplified, AI does not differentiate your organization. It speeds up your convergence on the same generic narrative everyone else is producing.

That is the risk. Not that AI replaces PMM, but that PMM keeps optimizing for the layer that no longer matters.

The answer is the canonical layer: the structured strategic intelligence that every AI tool, every seller, and every campaign in your organization builds from. PMMs who own that layer do not produce every artifact. They are the source everything else draws from. When product velocity outpaces GTM capacity and differentiation collapses at the output layer, the canonical layer is what is left. It is also where PMM's judgment about buyers, narrative, and which signals matter becomes more valuable than it has ever been.

This session covers the market forces behind that shift, a framework for building and maintaining a canonical content layer in your own domain, and examples from a deployment at enterprise scale across dozens of message houses, running as a live retrieval layer connected to AI tools.

What you will take away:

• Why PMM's market function becomes more critical as product velocity and competitive cloning accelerate.
• A practical model for building and maintaining a canonical content layer for your domain, grounded in a real enterprise deployment.
• A live audit exercise that shows where your strategic judgment lives today and how to make it retrievable.
• A clear answer to the question this session opens with.

I have had a nonlinear career, by necessity and circumstance more than design, and through the stubbornness that comes from not fitting frameworks built for other ways of thinking.

This talk is for people in the middle of a transition they did not fully plan. It covers how identity gets tangled with job titles, what it costs to stay somewhere too long, and how to decide when the information you want is not available yet.

It is not a motivational talk and it is not a framework. It is a set of observations from someone who has been through a few of these moments and is still paying attention.

Useful for: individual contributors at inflection points, mid-career professionals, teams going through organizational change.

The version of emotional intelligence in most leadership training is watered down to the point of being useless. It becomes a checklist, or worse, a performance.

I am interested in the working version: where self-awareness is hard, where empathy does not mean agreement, and where the ability to hold complexity without collapsing into control or avoidance separates leaders who build trust from leaders who manage output.

I talk about this as someone who has done the work himself, over years and in practice, and who has seen what it changes in teams and in creative work.

Useful for: marketing and product leaders, people managers, teams facing high-stakes decisions or significant change.

Enterprise products fail in the market not because they are bad but because the story around them describes the product instead of the person using it.

This talk breaks down how I approach positioning and messaging for complex B2B products, especially across segments and industries where the buyer and the user are different people with different needs and different fears. The method is practical and the examples are real.

Useful for: product marketing teams, PMMs at any level, product managers who work closely with marketing, founders building a GTM motion for the first time.