I work at the intersection of Product Marketing, Customer Insights, Brand and Communication, turning customer and market evidence into product and go-to-market decisions.
Growth stalls, the market shifts, or customers stop understanding what you offer.
New segments, new offers or a new position, and no clear way to choose between them.
A launch, an expansion or a costly R&D bet that needs evidence before commitment.
Market segmentation, competitor benchmarking and cross-team ideation led to three new loan products, a new homepage and a 360 launch (TV, display, content).
monthly growth in the target segment
A message house with one promise, “a good contact doctor”, three value pillars and proof points, applied to website copy and microcopy.
conversion
Market and competitor assessment plus hypothesis testing in one workflow, to back promising opportunities and challenge weak concepts before further spend. AI does the heavy analysis; people verify and decide.
early-stage ideas evaluated a year
20–30 concepts a year tested through clinician and patient interviews, quantitative surveys in Poland and the US, netnography and payer cost models, each ending in a kill, pivot or go recommendation.
16 lab interviews in four countries turned into per-market buying motives, lead messages and objection handling; proof-of-value materials for early access.
Buyers favoured integrated mental health care, but expected a company panel as the entry ticket.
Ask me about it ↗The “good contact doctor” idea held; the new logo lost to the current one in tests with 600 women (e.g. 9% vs 50% on “friendly, open”), so the heart, the new colours and the brand shapes stayed.
Ask me about it ↗Distinctive brand assets and a 49-page brand book, plus a battlecard against the category leader, a buying-unit (DMU) map and a positioning canvas built from buyer interviews.
Ask me about it ↗Consumer research and decision workshops led to one written positioning: the brand is not the founder.
Ask me about it ↗15 interviews and a joint banker–customer workshop; the bank’s “Let’s Support Neighbourhood Business” campaign built on two of the three ideas.
Several thousand users segmented on CRM and in-app data into five segments, with priorities, three personas and JTBD for the first awareness campaign.
Ask me about it ↗12 user interviews mapped to AARRR and Kano: retention fixes first, positioning as a home-cooked alternative to diet delivery.
Research reports extracted claim by claim with two-model quality control; agency concepts checked against evidence, not opinions.
120 brand campaigns placed on a need-based positioning map; white spaces and portfolio overlaps fed four workshops with marketing.
Product vision, GTM and early user acquisition on ~PLN 500k of EU funding; closed after a data-led product-market fit review.
Answers from Robert's project notes