Strategy, substance, and technical depth: Redefining product marketing

When I first learned about Orb, I was immediately intrigued by the clarity of Orb’s thinking. I’d seen a webinar featuring one of the founders, and it stood out not just for its technical depth but also for how Orb framed the problem. It was clear the team wasn’t just building features; they were building a vision.

That was enough to prompt me to apply. There was no backchanneling, no expectations, just a genuine interest in the opportunity. What I found during the interview process only deepened that feeling: a thoughtful team, a differentiated product, and a leadership culture that clearly valued intentional brand-building.

Finding the inflection point

I’ve always been drawn to companies at the Series B stage. It’s that rare moment when a startup has enough traction to think long-term, but still enough flexibility to move fast. For a product marketer, that’s the sweet spot: the company is ready to discuss identity but still open to shaping it.

At Orb, I saw a chance to help define something from the ground up, to craft what we say, how we say it, and why it matters.

What product marketing looks like at Orb

My role sits at the intersection of strategy and storytelling. On paper, I’m Orb’s product marketing lead. But in practice, my job is to serve as the company’s storyteller and translator to make sure we’re all sharing a strong, cohesive message with the market.

I work across functions to shape how we show up in the world:

• With leadership: Keeping a pulse on our market and competitors to ensure we aren't just reacting to feature requests but meaningfully building for what monetization looks like tomorrow.
• With product and engineering: Identifying opportunities to build market-leading products and translating the deep technical thought that goes into them into simple messages.
• With marketing: Unifying our product strategy and brand vision into a cohesive story and structuring campaigns that show we're building the future.
• With sales: Cutting to the core of how our market experiences pain so our sellers can build urgency and share our value.

Sometimes that means crafting messaging for a six-month bet. Sometimes it means finding the story in something a developer built but might not see its full potential. Either way, I’m there at the moment it happens, doing what I call “investigative product journalism.”

Culture check: “Run with it”

There’s a reason Orb feels different, and it’s not just the product. The culture is built on trust, pace, and autonomy. We have a shared value we call “run with it,” and it shows up everywhere.

People here don’t hoard decisions. They offer support, ask smart questions, and genuinely want to see you take the ball and sprint. It’s not about proving yourself before you’re allowed to try something; it’s about getting to try something because you’re here. Orb gives you room to grow.

Debate is welcome. Decision-making is collaborative. Our project management culture means we follow through on big bets. I’ve seen countless ideas move from brainstorm to build because the team believed in the vision and backed one another in execution.

Building the category we want to see in the world

One of the things that sealed the deal for me was Orb’s deep obsession with defining what good looks like in a problem space that's defined by reactivity and a lack of clarity.

It started with a simple question: What do we actually want to change about the way pricing and billing work? The answer, we realized, wasn’t just about better tooling. It was about reimagining a broken process that has historically had engineers writing billing logic, PMs conducting tax research, and no one owning the end-to-end pricing strategy.

Revenue design is our name for a shift that’s already underway. More and more companies are wrestling with pricing’s broken relay race: a chaotic handoff among engineering, product, finance, and go-to-market teams where no one owns pricing end-to-end. Revenue design is our shorthand for a better way forward. It’s not a job title, but a shared process, a drafting table where the right stakeholders can work with structure and intention, turning pricing into a design function instead of a fire drill.

What’s next

I’m most excited about 2026 because it’s our year to move from build to growth mode. We’ve laid the foundations, built the messaging, aligned the teams, and shipped the launches. Now we get to execute at full speed, with clarity, and with the full backing of a team that believes in the work.

Orb is the kind of place where marketing can lead, not just decorate. That’s rare.

If you’re someone who thrives at the intersection of strategy and speed, craft and curiosity, ambiguity and ambition, we’d love to meet you. Take a look at our careers page to learn more.