Competitive intel & personas that moved revenue.

Two complementary builds at Matterport, both new to the company, both designed to give the sales team a sharper edge at closing deals.

The Competitive Intelligence program was the first of its kind at Matterport. The company had been operating without much in the way of sales enablement. Reps were piecing it together in the field. We stood up the program across all the things sales actually needed: vertical-tailored battlecards for each major competitor, scripted objection handling, landmines, and competitor offering/pricing/positioning databases maintained as living documents and refreshed on cadence.

The Digital Transformation Leader personas were the second build. Matterport’s enterprise deals were being made by a specific cross-functional executive inside large customers, the person who owned digital transformation programs and signed off on platform investments at the scale of a real Matterport contract. The existence of that decision-maker in the market was nascent and wasn’t well-understood inside the company, and sales and marketing motions were aimed off-target at adjacent roles. We built a persona set that gave the company sharper language and a clearer read on what these decision-makers actually cared about.

The CI program and the DTL personas together contributed to +68% YoY growth in $50K+ ARR accounts. Other inputs were at play too: product improvements, broader market dynamics, expanding sales org. But CI and personas were two inputs the company didn’t have before my team existed, both pointed directly at the segment where the growth showed up.