VRIFY

Context and mandate

When I joined VRIFY, the opportunity and the constraint were the same. The world’s AI boom made critical minerals a bottleneck, but mineral exploration still moved slowly.

We had promising products (DORA for AI-assisted discovery, Viz for interactive 3D presentation), growing interest from Tier‑1 explorers, and real event moments. We didn’t have a shared operating logic that tied narrative, demand, proof, and revenue together.

My mandate was simple: define the category, make “proof” the center of how we sell, and build a unified GTM system that compounds ARR.

As VP Marketing, I reported to the CEO and led Marketing and Sales leadership (Director of Marketing, Director of Sales). I built and led a 14-person AI-first commercial org and partnered with Product, RevOps, and Client Delivery so the motion held up end-to-end.

The operating system

Step 1 was strategic clarity. I co-created the corporate and GTM strategy, then defined the category of AI-assisted mineral discovery and used it to align product, brand, and revenue.

Step 2 was a loop everyone could run: proof → demo → win.

That loop drove the build:

• ABM became the spine for focus and account coverage.
• Field events (PDAC, Beaver Creek Precious Metals Summit, Denver Gold) became planned conversion moments.
• The website and lifecycle programs became the default path from attention to meeting.
• Sales stages got clear entry and exit criteria to protect quality.

Then we built the operating system:

• Quarterly OKRs replaced ad‑hoc initiatives.
• A single scorecard made pipeline coverage, cycle days, stage conversion, and efficiency visible so that we could act, not argue.
• Org design followed strategy: ABM, Content, Digital Experience (site/AEO/GEO/SEO/CRO), Lifecycle, and Events in Marketing, Account Executives/Solutions Architects in Sales, tight handoffs with Product and Geoscience for pilot proofs, and a Technical Product Marketing Manager to keep launches coherent.
• Job descriptions, onboarding plans, and 30‑60‑90s made ownership explicit.

At VP Marketing level, my job was to make this legible and repeatable:

• A category we could actually sell.
• A proof-led loop Sales could enforce.
• A cadence and scorecard that made tradeoffs explicit.
• A team system (roles, onboarding, enablement) that kept quality compounding.

Deep dives

If you want the mechanics, these are the deep dives (in order):

• VRIFY Category Creation & Rebrand: the category definition, rebrand, and PDAC 2025 launch system.
• VRIFY Marketing Engine: content, digital experience, lifecycle, paid, and events on one cadence.
• VRIFY ABM System: ICP, tiering, plays, and the weekly operating rhythm.
• VRIFY Unified GTM & Business Metrics: the scorecard, owners, and decision rights.
• VRIFY Sales Motion & Team Structure: stage gates, proof delivery, and forecast discipline.
• VRIFY Talent System: org design, hiring, onboarding, enablement, and manager cadence.
• VRIFY Strategy & Company Alignment: the operating system that kept teams aligned to the same constraints.

How it played out

With the system in place, we shipped the rebrand and PDAC 2025 launch as a forcing function. The category narrative, customer proof, and product demos were consistent in the booth, on stage, and across follow‑ups.

ABM targeted Tier‑1/2 accounts before, during, and after events. On the site, speed and relevance improved. In lifecycle, sequences moved from generic nurture to proof-first follow‑ups. In Sales, stage discipline improved forecast quality.

The tradeoff was focus. We ran fewer campaigns, narrowed account coverage, and raised stage entry standards to increase conversion quality and forecast confidence.

What changed: a shared language for the market we’re leading, a cadence that compounds learning, and a GTM engine that turns attention into pipeline and pipeline into ARR.

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Results

These outcomes come from the GTM operating scorecard and quarterly business reviews we ran during this period.

• Category & brand: awareness ↑ +30%; share of voice ↑ +60% QoQ.
• Demand & conversion: demo requests ↑ +65% (PDAC launch window); demo rate (meeting→demo) ↑ +25%; proof win rate ↑ +40%.
• ABM: Tier‑1 coverage 80%; meetings/account 1.2 (list), 1.5 (engaged); ABM‑sourced pipeline 20%.
• Sales: cycle days ↓ 25 days; opp→win ↑ +30 pp; forecast accuracy 80%.
• Team build & onboarding: 10 critical roles hired; new‑hire ramp time ↓ 40%.
• Pricing & packaging: A data-informed rollout increased win rate and deal velocity.
• Events ROI: $12M net‑new ARR in 120 days (post‑PDAC motion).
• Capital & momentum: contributed to $12.5M Series B GTM narrative/diligence; delivered the largest first‑month sales increase in company history (July, Q3 M1).