Most conversations about AI and PMM start in the wrong place. They start with productivity. How to write faster, research quicker, produce more with less. That's a real conversation, but it's not the important one.

The important one is this: when every organization has access to the same AI tools, generating content at the same velocity, trained on the same market signals — what exactly are you competing on?

This session starts there and doesn't skip to the optimistic part.

Product orgs are spending tens of millions of dollars in tokens generating capabilities and features at a pace no GTM team can match. A competitor can replicate your product in a week with a fleet of agents. The output layer — decks, briefs, campaigns, competitive summaries — is becoming a commodity across the entire category simultaneously. And without a strong strategic layer guiding what gets amplified, AI doesn't differentiate your organization. It accelerates your convergence toward the same generic market narrative everyone else is producing.

That's the actual risk. Not that AI replaces PMM. That PMM sleepwalks into irrelevance by optimizing for the layer that no longer matters.

The answer is the canonical layer — the structured strategic intelligence that every AI tool, every seller, and every campaign in your organization builds from. PMMs who own that layer don't produce every artifact. They're the source everything else draws from. When product velocity is outpacing GTM capacity and competitive differentiation is collapsing at the output layer, the canonical layer is the only durable moat left. It's also the place where PMM's judgment — about buyers, about narrative, about what signals actually matter — becomes more valuable than it has ever been.

This session covers the market forces driving that shift, the framework for building and maintaining a canonical content layer in your own domain, and real examples from how it's been built and deployed at enterprise scale across 73 message houses as a live retrieval layer connected directly into AI tools.

You'll leave with a clear model for what PMM's strategic job looks like when content production is no longer the job, a practical framework for structuring your messaging as retrievable knowledge rather than finished documents, and a canonical audit of your own domain you can act on immediately.

What you'll take away: - A framework for why PMM's market function becomes more critical as product velocity and competitive cloning accelerate — not less. - A practical model for building and maintaining a canonical content layer for your domain, grounded in real enterprise deployment. - A live audit exercise that surfaces where your irreplaceable strategic judgment lives and how to make it retrievable. - A clear answer to the question this session opens with.

I've had a nonlinear career. Not by design — by necessity, circumstance, and the particular kind of stubbornness that comes from not being able to fit into frameworks that weren't built for how I think.

This talk is for people who are somewhere in the middle of a transition they didn't fully plan. It covers how identity gets tangled up with job titles, what it costs to stay somewhere too long, and how to make decisions when the information you want isn't available yet.

Not motivational. Not a framework. More like a set of honest observations from someone who has been through a few of those moments and is still paying attention.

Useful for: individual contributors at inflection points, mid-career professionals, teams going through organizational change.

The version of emotional intelligence that shows up in most leadership training is watered down to the point of being useless. It becomes a checklist. Or worse, a performance.

What I'm interested in is the real version — the one where self-awareness is actually hard, where empathy doesn't mean agreement, and where the ability to hold complexity without collapsing into either control or avoidance is what separates leaders who build trust from ones who just manage output.

I talk about this from the perspective of someone who has worked on it directly, in therapy and in practice, and who has seen what it actually changes in teams and in creative work.

Useful for: marketing and product leaders, people managers, teams navigating high-stakes decisions or significant change.

Enterprise products fail in the market not because they're bad but because the story built around them describes the product instead of the person using it.

This talk breaks down how I think about positioning and messaging for complex B2B products — particularly across distinct segments and industries where the buyer and the user are different people with different needs and different fears. The methodology is practical and the examples are real.

Useful for: product marketing teams, PMMs at any level, product managers who work closely with marketing, founders building GTM motion for the first time.