They'll call it a technical problem.
It's almost always a go-to-market one.
I work directly with early-stage AI, data, and SaaS founders on the positioning, narrative, and motion that decide whether a good product finds its market. Not frameworks. The message, the ICP, and the partner architecture you'll actually deploy.
Jason Recacho / Revenue Narrative Architect / Recacho Advisory
What I believe.
Great technology fails in the market every day. Not because it doesn't work, but because nobody made it legible to the person writing the check.
Most AI product failures are GTM failures dressed as technical failures. The build is usually fine. What's broken is who it's for, why to trust the output, and how the buyer is supposed to find it.
I'm opinion-forward. You'll hear what I think before I walk you through the trade-offs, and you'll hear what I won't do, and why, when something doesn't fit. No account managers. No layered teams. I'm the person in the room.
Selected work.
Figures are framed at order of magnitude and shown without employer attribution. Detail available under conversation.
Two buyer worlds were converging in real implementations but not in the product story: the legacy martech buyer and the warehouse-first data buyer working through activation partners. Selling without a joint story left the strongest use cases unclaimed.
Led the repositioning in direct co-development with a warehouse-first activation partner, anchored on the operational outcomes customers were actually building. Designed and ran both halves of the partner motion, co-marketing and co-sell, not just the announcement most partnerships stop at, and built customer stories into the launch package as proof.
A customer-validated repositioning shipped with customer stories in the launch package, and a co-sell motion that ran instead of sitting on a partnership page.
An AWS partnership existed on paper but no operating co-sell motion. The relationship was real; the pipeline wasn't. The opportunity was there, the operational design to capture it was not.
Built the AWS co-sell program from the ground up. Structured the partner narrative so the product showed up inside the buyer conversations AWS account teams were already having. Aligned ISV partner managers and account executives on deal-stage handoffs and joint account planning, and ran the co-marketing that kept the motion compounding instead of spiking once and dying.
A multi-million-dollar AWS revenue channel built from cold, with triple-digit year-over-year growth. A measurable channel, not a partnership announcement.
The platform sold to firms that had already standardized on Salesforce, but its narrative wasn't built to ride on top of Salesforce. The product sat next to a CRM the buyer had already chosen instead of making it more valuable.
Built the positioning, product narrative, and sales motion inside the Salesforce ecosystem. Named Salesforce as the foundation rather than the competitor, and structured the joint value story around the relationship data Salesforce alone couldn't capture, so the conversation opened with extend what you have instead of replace what you have.
Multi-million-dollar pipeline within 90 days of launch, on the company's first enterprise product.
A technically complex SDK product across web and mobile had churned through multiple PMs with no stable owner, and was pitched as a feature, which buried the real value: converting anonymous traffic the customer already paid to acquire into identifiable, activatable users.
Covered functional PM scope for nine months. Ran MVP QA directly with engineering through beta, rewrote the technical docs, and repositioned the product from feature to revenue unlock with dual positioning: net-new acquisition for Sales, expansion for CS. Ran enablement for thirty reps that held up in technical conversations with enterprise architects, not just AE pitches, and managed the beta from four alpha to thirty beta customers.
Roughly 20% expansion revenue tied to the motion, and it helped close the largest enterprise account in the company's history. The product converts up to 10% of a customer's anonymous traffic into activatable users.
A real-time data-sync product was heading to launch during a PM leadership transition with no full owner to carry GTM and release readiness. In a category where competitors had known sync-inconsistency problems, the opening was trust.
Covered pseudo-PM scope through the transition: led pricing analysis, contributed to naming, and owned release planning and sequencing. Designed and recruited the beta for customer fit, and anchored messaging on data reliability as a deliberate counter to competitors whose sync errors broke downstream campaign logic.
Ten Phase 1 beta customers and a 25-customer Phase 2 waitlist, positioned and sequenced for a trust-led GA.
A conversational AI platform needed channel growth through global systems integrators (Infosys, Tech Mahindra, IBM Consulting, Cognizant), relationships that produce nothing without co-marketing and enablement sellers actually use.
Built co-marketing and demand-gen across the SI and ISV channel and ran full-funnel solutions marketing, digital video, print, and live events, plus the sales and partner enablement that made the motion repeatable. Launched GTM campaigns in retail and financial services featuring Adobe and Google integrations, and ran a monthly partner newsletter.
Impacted $5.3M in channel pipeline, drove a record 33% year-over-year partner-channel growth, and helped secure an 8-figure deal with a large health insurer. Newsletter readership rose 25% with an 8-point lift in click-through.
How I work.
Three shapes. Most engagements start in one and evolve.
Positioning Sprint
Rebuild positioning, messaging, and ICP. Two to three working sessions a week, async between. You leave with a documented positioning system your team can deploy without me in the room.
Fractional PMM & GTM
A senior PMM voice without the full-time cost. Weekly working sessions plus async availability, for companies where a full-time CMO is premature but you need experienced pattern recognition on launches, partner motion, and ICP iteration.
Founder Advisor
Monthly strategic sessions, async access for pressure-testing, and input on key GTM hires and board prep. For founders who want senior judgment available. Equity-only, or equity with minimal cash.
About.
I turn complex platforms into clear, consistent narratives that sellers can use and customers can trust.
Fifteen-plus years across category-defining B2B SaaS, spanning product analytics, customer engagement, conversational AI, and relationship intelligence. I have owned everything from narrative development and beta-to-GA product ownership through partner GTM and channel scale.
I optimize for clarity before scale and deal quality over deal volume. I partner deeply with Product, Sales, and technical teams, use real signals to decide what to ship or stop, and take end-to-end ownership, turning ambiguity into shipped work.
Based in Los Angeles. MBA in Strategic Marketing, Loyola Marymount University.
A named, metric-attributed portfolio and resume for Director and Head of PMM conversations are available on request. The work above is shown anonymized here by design; the full version maps each result to the company and role.
Fit, and not.
- Early-stage AI, data, or SaaS company where the product works but the market story doesn't yet
- Founders who want a senior sparring partner, not a vendor
- Teams where the next twelve months of GTM decisions will compound for years
- Late-stage companies with established PMM and CMO functions
- Founders wanting process-heavy consulting
- Teams that want frameworks delivered without execution
- Anyone who prefers many vendors over one senior voice
If your product works and the story doesn't, let's fix the story.
Tell me what's breaking. You'll get an honest senior read on where the go-to-market is actually stuck, no pitch attached.