SaaS & Biotech Product Marketing Expert: How Greg Belkin Turns Complexity into Revenue

Greg Belkin is a Fractional CMO with a product marketing focus for SaaS and biotech companies. He currently leads sales and marketing at Sequence Biotech, following a career built at Jitterbit, ArisGlobal, and Flosum. A former journalist and analyst with a background in English and an MBA in Marketing, he builds the narrative that sits between product management and sales, translating technical capability into a story buyers and sellers both believe. His work spans integration platforms, DevSecOps, biotech, and clinical trial technology: industries where the product is complicated and the buyer needs to trust the story before they trust the science or the software.

In this blog, Greg shares how he’s built product positioning, competitive intelligence, and go-to-market programs throughout his career. The theme that runs through all of it: technical products don’t sell themselves. Someone has to build the story that makes the complexity make sense.

The One Positioning Principle That Works Across Every Tech Vertical

Greg has built product positioning across DevOps, integration platforms, life sciences, localization, and HR tech. Here’s the one principle he says holds regardless of industry.

The core idea: “The one that really sticks out for me is consistency of message. It’s so hard to sell a message in the first place, to resonate with customers. The way to make it easier is to make sure that as an organization your message is consistent all throughout the organization, and is aligned with what the product’s capabilities are, effectively and accurately.”

Why it works both ways: Consistency helps prospects understand the product and feel confident in the seller. It also helps the sales team itself: “It helps the sales team articulate a single message. It helps them learn faster, in unison. And it ensures there’s no promises made that can’t be fulfilled, and that expectations are met post-sale.”

What actually changes by market: Not the message, the delivery. “That’s the consumption of message, the tactics. It can change depending on your location, depending on the type of buyer, the type of person within the organization you’re articulating the message to. The tactics change, and the way that they consume information changes. But the key message underneath the tactics stays consistent.”

Why a Journalism Background Builds Better Product Positioning

Greg spent years as a journalist and editor for an IT trade publication before moving into product marketing. He explains why that background, not a traditional marketing degree, is what makes his positioning work.

The core belief: “The best product marketing is one that tells a story. People naturally like to be told stories. I tell stories to my kids all the time, and it’s the same thing at work.”

What storytelling actually looks like in practice: “I used to tell a story about the cast, about the characters, about the challenges they have, about the options that they have, and about what they did to solve those challenges, what their benefits were as a company, and what their plans were for the future.”

The research underneath the story: Good product marketing isn’t just narrative instinct. “It involves a lot of quantitative and qualitative research: understanding the metrics of what people are interested in buying, what the analysts are saying, what you’re hearing directly from an existing customer, what moved them.”

How Storytelling Drove a 120% Lead Generation Increase at Jitterbit

At Jitterbit, Greg’s team hit 120% of lead generation quota, with a 30% year-over-year improvement. He explains why the win came from relatability, not product features.

The core insight: “People are not only looking to buy products, they’re looking to buy a relationship and support and hand-holding. The only way to get there is really to be a good storyteller, really do the research, and be able to relate to people’s fundamental problems.”

Why this mattered specifically for Jitterbit: Integration software connects two or more systems, which Greg calls “a complicated process.” The positioning couldn’t just focus on the sale. “It has to be made that organizations plug Jitterbit in, they understand that support is there, they understand that this Jitterbit solution is designed to specifically solve a problem.”

The payoff: “It leads to future purchases. It leads to confidence. It leads to helpful testimonials in marketing.”

Adapting Product Positioning for Global Markets: Lessons from Life Sciences Expansion to China

At ArisGlobal, a life sciences technology company serving clinical trial development, Greg drove 25% year-over-year growth in net-new leads from the Chinese market as part of the company’s international expansion.

What changes internationally: “Product marketing works best when you effectively tell a story. When you sell international, the fundamentals of the story remain the same, but the way you tell it, the details you include, the narrative, are different. That requires a mind shift from a generalized value proposition to a focus on regional value prop and pain points.”

The piece most companies forget: “Trust, both internal and external. I bring this up because it’s a forgotten piece of the puzzle oftentimes.” Greg points to ArisGlobal’s small team in China, and the importance of making sure that team had the collateral and support it needed to represent the brand accurately.

Building credibility in a new market: “You kind of have to reintroduce yourself, reintroduce the brand, and build that trust externally as well.”

Why Product Marketing Should Own Internal Momentum, Not Just External Messaging

Greg’s philosophy: product marketing sits between product management and sales, providing the internal momentum a campaign needs to actually launch, not just the external messaging once it does.

Why tech companies lack that momentum: “When you execute a campaign in a B2B SaaS vendor, it’s very complex. It requires a lot of people in a lot of departments working hard. You need somebody in the organization to drive the energy, the momentum. When you’re dealing with a complex project with a lot of moving parts and a lot of possibility to get bottlenecks, you need somebody with energy and drive to drive it across the finish line.”

Why marketing has to own it: “We’re kind of in a unique position to own that momentum. And frankly, we have to own it. When we’re out there doing campaigns, we’re judged. It’s us who are judged on how successful the campaign was.”

On marketing owning the P&L too: “The worst thing that you can do when you are working with a marketing leader is exclude them from key conversations. Marketing, if you’re doing it right, has real top line, really bringing revenue, but there’s also some costs associated, so managing those costs is a big part of the highest person in a marketing department. You can have a full picture executive decision making conversation only if you have the full picture.”

Building a Competitive Intelligence Program That Works: The Team Sport Approach

Greg built a formal competitive intelligence program at Jitterbit using Crayon, moving the company from one-off win-loss debriefs to a living, structured system. He also shares his grounded take on where AI fits in.

The core reframe: “Competitive intelligence, in my opinion, is a team sport. There’s no one person that’s going to really become the one and only expert of competitor A, B, or C. The key is to make it a team sport, make it so that everybody is building the narrative, everybody is contributing to different knowledge centers.”

How it worked in practice: “We built some internal data cards that all folks could access, see, and contribute to. Those cards also had information that was dynamic, that changed based on market activity, based on changing language on a competitive website. There was static and dynamic information, and multiple contributors.”

On AI’s role: “I’m kind of a center of the road type of guy. I think it has a lot of wonderful usages, but also needs supervision at the end of the day. It’s a tool that helps but doesn’t replace.”

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About Greg Belkin: Fractional CMO, Product Marketing

He treats product marketing as the connective tissue between product management and sales: driving internal momentum for launches, building durable competitive intelligence programs, and adapting core positioning for international markets without losing the underlying message.

Proof: 120% lead generation quota achievement and a formal competitive intelligence program at Jitterbit. 25% YoY lead growth in China during ArisGlobal’s international expansion in life sciences. 110% lead generation quota achievement supporting new product launches at Flosum.

If you want an expert who can turn a complicated SaaS or biotech product into a story your buyers and your sales team both believe, you want Greg.

Next Steps: Schedule a brief intro call to share your goals and challenges. https://scheduler.zoom.us/corinne-cavanaugh/exploratory-w-corinne