Stay close enough to customers to notice when the story changes.

I connect what customers say, ask, do, struggle with, and value so the market story stays grounded in the people using and buying the product.

  1. Listen. Stay close to customer conversations and feedback.
  2. Connect. Combine evidence that lives across different customer-facing parts of the company.
  3. Detect. Identify recurring needs, language, friction, or value.
  4. Understand. Determine what the pattern means.
  5. Share. Return useful context to PMM and the teammates whose decisions it can improve.
  6. Learn. Keep watching as customers and the market evolve.
One example, from an independent study

From Ramp’s public launch of Router: the CTO’s framing, AI as the line item companies “can least measure,” is a hypothesis about the buyer, not evidence of one. Before building on it I would ask finance leaders already using Ramp how they track AI spend today. If they don’t feel the problem, the message changes. My analysis, from Ramp’s August 19, 2026 press release. See the study →

What I listen to

Conversations, questions, complaints, requests, reviews, behavior, and the words customers use to describe the problem, wherever they surface: support, sales, success, product research, and the market. Customer language is evidence; a single quote is an anecdote until it repeats.

How the team relationship works

Customer-facing teams own their relationships and operational responsibilities. PMM does not claim Support, Success, Research, or Product discovery. PMM connects customer context to market decisions and shares useful insight back into the company.

Modus Create · Product marketing

At Modus, I helped establish ongoing customer feedback and shared insights with Product and Engineering.

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Jerry Nettles
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Product marketing

Product marketing leader.

I turn customer and market insight into positioning, launches and tools teams can use. I built the product marketing function at Modus Create, with earlier experience in product decisions, P&L and operations.

See the workRésumé

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Make better decisions with the whole picture.

Know what deserves attention.

Product marketing should make the whole company better.

Six functions

See how I approach the work.

Choose a function for a short story and a detailed walkthrough. The career examples are labeled separately.

How I get from evidence to useful work.

Understand the problem. Make the call. Build something people can use. Check it, and change course when the evidence changes.

See a worked example → Independent study: Ramp

Selected career work

Three perspectives. One way of working.

Product marketing, product decisions, and the operations behind them. Each case shows a different part of the work.

  1. Modus Create · Product marketingBuilding the product marketing function at Modus Create.Positioning, packaging, launches and enablement across an Atlassian Marketplace portfolio. Start with the decision behind Just Add+ Embed.See the positioning decision
  2. Bament · House 2106 · OperationsRunning the business behind the storefront.Product, marketing and operating work across a 10,000+ product ecommerce business, with separate property-operations experience.See the operating work
  3. X5 Music Group · ProductTurning demand signals into a production system.The Brain began as a working prototype. I built it around product decisions, then worked with Engineering to turn it into a system the team could use.Explore The Brain

Next step

Let’s talk about the work you need owned.

My focus is a full-time product marketing role. Tell me about your product, your team and where you need product marketing leadership.

Talk about a roleChoose a résumé

Email: jerrynettles@gmail.com

Looking for scoped or ongoing support? Explore my fractional work.