Marketing & Go-to-Market · B2B SaaS
I work at the intersection of marketing, go-to-market and sales.
Over five years across marketing, go-to-market and business development in B2B SaaS gave me something I value a lot: I understand customers, positioning and growth, but I also understand the commercial side and how decisions really get made.
What I do
Positioning & Messaging
Turning market and customer understanding into clear positioning, differentiation and messaging that holds up in front of a buyer.
Go-to-Market Strategy
Defining who to reach and how: ICP and personas, segmentation, market entry and the approach that takes a product to a market.
Marketing Strategy & Planning
Turning business goals into marketing priorities, defining where to focus, what to invest in and how success will be measured.
Sales Enablement & Channel Marketing
Equipping sales teams and partners with the materials and the story they need, so the same clear message reaches the market everywhere.
Selected work
Building a focused growth strategy across markets with different levels of maturity
Partner Acquisition & EnablementHelping partners communicate and sell a shared value proposition
Lead Generation & Lead Quality OptimisationImproving lead quality without sacrificing volume
I learned how to position a product by first learning how it is bought.
Years across marketing, go-to-market and the commercial side taught me how customers evaluate solutions, how sales teams communicate value and how markets respond to different messages.
Want to talk?
Get in touchAbout
I built my career between marketing, sales and go-to-market.
Hello, I am Elsa, a marketing professional based in Porto, working in B2B SaaS. I began in marketing, moved through sales and go-to-market, and today I bring those perspectives together. That intersection gave me something many marketers do not have: a real understanding of customers, positioning, growth and how the commercial side actually works, seen from every side.
How I think about marketing
I believe most marketing fails for the same reason: it starts with the channel instead of the customer. My work starts the other way around. I listen to how buyers actually describe their problem, I find the segments that genuinely fit, and only then do I decide what to say, where to say it, and what is worth investing in.
Good strategy, to me, starts where a customer need meets a business goal. That is the decision I care about most: not just what to say, but where marketing should focus, which priorities deserve the investment, and how the plan connects back to what the business is trying to achieve.
My story did not start in go-to-market. It started in marketing: a degree in Marketing, then early roles in branding, communication, campaigns and digital, later complemented by UX and design thinking. From there I moved into sales and go-to-market in B2B SaaS, and spent years learning the commercial side from the inside. Today I can bring those perspectives together.
Career
Education
Postgraduate, Web Design & UX
ESMAD, Porto
Postgraduate, Business Management
ISCAP, Porto
Degree in Marketing
ISCAP, Porto
Selected Campaigns & Projects
A few projects that shaped how I think. Some details are kept general to respect the confidentiality of the companies involved.
Multi-Market Growth Campaign
Building a focused growth strategy across markets with different levels of maturity
Objective
Create a scalable approach to growth across markets with different levels of maturity, ensuring teams focused on the right segments, priorities and opportunities.
Context
The challenge was balancing consistency with local relevance. Different markets required different approaches, yet the overall direction needed to remain aligned. Rather than applying the same playbook everywhere, the work focused on understanding where the best opportunities existed and adapting accordingly.
Strategy
I helped define priority segments, target audiences and ideal customer profiles for each market, creating a clearer framework for decision-making and execution. The goal was to focus effort where there was genuine potential rather than simply increasing activity.
Collaboration
I worked closely with commercial, marketing and design stakeholders to align messaging and supporting materials. My contribution focused on customer understanding, positioning and message clarity.
Reflection
This experience reinforced a lesson I still apply today: positioning is contextual. What resonates in one market may not resonate in another. The more mature the market, the more precise the message often needs to be.
Interested in the full story? Leave your email and I'll send you the full case study.
Request it →Lead Generation & Lead Quality Optimisation
Improving lead quality without sacrificing volume
Objective
Increase the proportion of sales-qualified leads by improving qualification criteria, alignment and conversion paths.
Context
The business generated a healthy volume of leads, but many failed to progress through the funnel. Marketing and sales were using different definitions of a qualified lead, creating friction and reducing efficiency.
Approach
I worked with both teams to review qualification criteria, align definitions across the funnel and identify where quality was being lost. We refined lead qualification, adjusted targeting and improved conversion paths to attract prospects that better matched the ICP.
Measurement
Performance was measured through lead quality, conversion rates and progression through the pipeline rather than lead volume alone.
Reflection
This experience taught me that generating more leads is not always the answer. The real challenge is generating the right leads. Clear qualification criteria often have a greater impact than simply increasing campaign activity.
Impact
+5% conversion rate and improved lead quality across the funnel.
Interested in the full story? Leave your email and I'll send you the full case study.
Request it →Lead Generation & Market Prioritisation
Increasing lead generation through better segmentation and market focus
Objective
Improve lead generation by focusing resources on the markets and segments with the strongest potential.
Context
Lead volume was below expectations and marketing efforts were spread across multiple audiences. The challenge was understanding where demand existed and where resources would have the greatest impact.
Strategy
I analysed campaign performance, customer data and market behaviour to identify higher-potential segments. From there, I refined ICP definitions, adjusted targeting and aligned priorities across teams to focus on the opportunities most likely to convert.
Measurement
Success was measured through lead volume, engagement and overall campaign contribution to pipeline generation.
Reflection
This project reinforced how important prioritisation is. Growth rarely comes from doing more of everything. It comes from focusing effort where customer fit and business opportunity overlap.
Impact
+20% increase in lead generation over six months.
Interested in the full story? Leave your email and I'll send you the full case study.
Request it →Partner Acquisition & Enablement
Helping partners communicate and sell a shared value proposition
Objective
Increase partner engagement and support channel growth through positioning, communication and enablement.
Context
Partners play a key role in growth, but they need to understand the value proposition quickly and feel confident communicating it to their own customers.
Approach
I developed enablement materials, took part in recruitment conversations and collaborated on joint go-to-market initiatives. The focus was helping partners adopt the message and feel more confident communicating it.
Reflection
Working with partners reinforced an idea I still apply today: a message is only truly ready when other people can repeat it and communicate it with confidence.
Interested in the full story? Leave your email and I'll send you the full case study.
Request it →Brand Repositioning Campaign
Using positioning to create differentiation in a competitive market
Objective
Increase perceived value and attract higher-quality demand by repositioning the brand around a more premium market position.
Context
The brand operated in a competitive environment where competing on price would have been difficult to sustain. The challenge was to create differentiation through positioning rather than discounts.
Strategy
The strategy focused on clarifying the brand proposition, refining the target audience and prioritising the channels most likely to reach and influence that audience. Every communication decision was aligned with the desired market perception.
Execution
I planned and coordinated communication initiatives across digital channels, including paid media, content, email marketing and website optimisation, ensuring consistency between positioning and execution.
Impact
Increased sign-ups by approximately 7% over six months, while maintaining consistently strong participation in events and activities.
Interested in the full story? Leave your email and I'll send you the full case study.
Request it →Tools & Platforms
The tools I work with day to day. Across marketing, go-to-market and operations, these are the platforms I use to turn strategy into execution.
CRM & Revenue Operations
Analytics & Reporting
Marketing & Automation
Web & Content
Research & Collaboration
Design & Creative
AI & Productivity
Approach
Good positioning is not written. It is discovered in the market.
I think about marketing from the outside in: start where customer need meets business objective, turn that into positioning and a plan, align the teams who carry it to market, and measure to keep improving.
Start where the customer meets the business
Strategy does not start with the customer alone, it starts where a customer need meets a business goal. I begin by understanding both: who has the problem and how they describe it, and what the business is actually trying to achieve.
Turn it into positioning and a plan
From that understanding I build two things: clear positioning, what we stand for, who we are for and why we win, and a plan that sets priorities. Deciding what comes first, which segments and channels deserve the investment, is as much the work as the message itself.
Enable the people who carry the message
Positioning only matters if it reaches the market. I translate it into the materials sales, partners and campaigns actually use, so the same clear story shows up everywhere a buyer meets the product.
Measure against the goal and refine
I stay close to what happens next, and measure it against the business objective, not just activity: what resonates, what sales hear, what contributes to growth. I use the numbers to sharpen the positioning, the priorities and the plan over time.
What I bring that is different
What makes my perspective different is where I learned it. I have worked across marketing, sales and go-to-market, so I understand customers, commercial teams, positioning, execution and growth, and how they connect. That is the perspective I bring: a more complete view of how marketing actually drives a business.
Contact
Let's talk.
Whether it is a role, a project, or you would like the full case studies, I would love to hear from you.