Skip to content
Germán Zurro

EXECUTIVE MARKETING LEADERSHIP

COMPLEX B2B TECH. EASIER TO BUY.

Building and leading Marketing for technical B2B companies that need clearer positioning, stronger enterprise go-to-market, and tighter alignment across Product, Marketing, and Sales.

Discuss a leadership needSee the work
Germán Zurro Valdez

Selected experience

Business-Based Decisions froman Engineer-Driven Analysis.

  1. 01

    XYB

    Built the Marketing function from the first hire, establishing its foundations.

    Outcome

    First MQL progressed into a customer RFP that XYB won.

  2. 02

    Miro

    Led enterprise and trust-domain Product Marketing through the shift to hybrid growth.

    Outcome

    Data Residency program credited with influencing nearly $100M — 66% of ARR.

  3. 03

    Palo Alto Networks

    Helped commercialize emerging XDR and build demand across Spain and Portugal.

    Outcome

    XDR market estimated at $7.92B in 2025; achieved 160% of quota in 2020.

  4. 04

    Onum

    Built Product Marketing from the first hire, establishing the function.

    Outcome

    Company acquired by CrowdStrike for a reported $290M in 2025.

  5. 05

    TransUnion

    Led Marketing, Product, and a six-person team through acquisition integration.

    Outcome

    Lead generation grew 404%; professional-services revenue increased 66%.

On the Data Residency launch

“[...] influenced nearly $100M in enterprise revenue — 66% of our ARR. [...]”

Mandy Schafer Global Product Marketing Leader, MastercardHired and directly managed Germán at MiroLinkedIn, May 2025

Relevant situations

A Strong Product Is Not Enough If the Market Struggles to Understand, Evaluate, or Buy It.

Complex B2B companies rarely need more Marketing activity. They need clarity on the buyer, the commercial story, and what to execute next.

  • Building Marketing from Zero

    Establish the positioning, priorities, and operating foundations appropriate to the company’s stage.

  • A Technical Product That Is Difficult to Explain

    Turn architecture and capabilities into differentiated buyer value.

  • Moving from Product-Led Growth to Enterprise Selling

    Add trust, buying-process knowledge, and Sales Enablement without losing product momentum.

  • Product, Marketing, and Sales Are Not Aligned

    Create one commercial narrative and carry it consistently into execution.

An observed pattern

Before You Scale Reach, Establish a Reason to Buy.

In technical startups, pressure to generate demand can make the first Marketing hire a channel decision. But growth depends on understanding the market, shaping the offer, and giving the right buyers a compelling reason to choose it.

  1. 01

    Understand Demand

    Work with Product to test market needs, use cases, and product–market fit.

  2. 02

    Choose the Buyers

    Define the ICP, buying stakeholders, personas, and pains that matter.

  3. 03

    Connect Product to Value

    Tie capabilities to buyer outcomes, differentiation, and a credible proposition.

  4. 04

    Carry It into the Market

    Align positioning, messaging, Sales Enablement, and demand generation.

My engineering background helps me understand the product. Deep Product Marketing experience connects it to the market. Marketing leadership turns those decisions into execution.

These cases illustrate the gap between technical ambition and adoption; their outcomes had multiple causes.

  • Humane

    The Ai Pin’s consumer service ended in February 2025 as HP acquired key AI assets. The question for a new device is more than what it can do: why should someone adopt it over what they already use?

    Humane notice (opens in a new tab)HP announcement (opens in a new tab)

  • Segway PT

    The original Personal Transporter found uses in tours and security, but accounted for less than 1.5% of company revenue in 2019. Production ended in 2020. The lesson: define the use case and reachable market before assuming mass adoption.

    ABC News report (opens in a new tab)

How I lead

Understand. Decide. Adapt.

Leadership is the repeated practice of understanding the situation, deciding what matters, and adapting through execution.
  1. 01

    Understand

    The technical product, the enterprise buyer, and the company’s situation.

    “...his technical acumen [...] enabled him to learn the product and technology in record time.”

  2. 02

    Decide

    What Marketing must accomplish now — and what can wait.

    “...the ability to determine what projects will produce the greatest return, and then prioritize those projects over less critical needs.”

  3. 03

    Adapt

    Lead through execution, learn from commercial feedback, and adjust.

    “...when he sees a gap, he speaks up and offers advice and guidance on how to fill those gaps – offering solutions, rather than just highlighting problems.”

Jeff Aboud CMO, Mill Pond ResearchHired and directly managed Germán at OnumLinkedIn, June 2025
Career and approach

Ways to work together

Leadership Matched to the Responsibility.

Permanent

Permanent CMO / VP Marketing

Build and lead the Marketing function with full commercial responsibility.

CMO / VP Marketing mandateEnquire

Permanent

Permanent VP Product Marketing

Lead positioning, market intelligence, launches, enablement, and enterprise GTM.

VP PMM mandateEnquire

Fractional

Fractional CMO / VP Marketing

Continuing executive ownership of agreed priorities, with clear decision rights.

Fractional leadershipEnquire

Advisory

Strategic Marketing / GTM Advisory

Independent support for a defined decision; execution stays with the company.

Strategic advisoryEnquire

Published thinking

Three Kinds of Published Work.

Insights

Does Marketing Need to Become a Stronger Commercial Advantage?

If the next stage depends on clearer positioning, stronger enterprise GTM, or a Marketing function built around what the business needs next, let’s discuss the situation.

Discuss the opportunity