I turn complex enterprise products into positioning that sales can actually sell. At Ema I run product marketing, content and demand generation for a platform deploying AI Employees across HR, IT and support at large organisations. Three launches in seven months - Ema Autopilot, Ema Recruiter and the Employee Experience Suite - where I owned the positioning, the launch narrative, the executive communication and the content that carried all of it into market. The hard part of this job is not the writing. It's deciding what a capability actually means to a buyer who has to defend the purchase internally. Turning "60% ticket avoidance" and "resolution times from 48 hours to under five seconds" into something a CHRO or a CIO will repeat in their own words. I came into product marketing through demand generation, and it changes how I write positioning. At GroupM I ran up to $14M in media for Google and YouTube across EMEA and APAC. At MoEngage I moved ABM targeting from company-level to contact-level and lifted audience penetration by ~50%. At Ema I built the first LinkedIn lead-gen campaign for US enterprise HR buyers and got 9 qualified enterprise leads out of a $6.1K pilot. So when I hand over a message, I know whether a campaign can be built on it. Before that, NASSCOM - 700+ organic MQLs / 10-20% registration growth on flagship conferences - where I also created NTLF Conversations, an executive podcast that stretched a once-a-year event into a year-round audience. I write The Marketician's Newsletter weekly for 425 subscribers: GEO, ABM, category positioning, and where AI-generated content stops working. It's the same argument I make at work. AI can produce information at scale. It cannot produce a point of view.