b2b saas marketer in australia | marketingcareers.com.au

over the past decade, I have worked with marketing and growth teams in b2b saas in australia 🇦🇺 and apac 🇸🇬 🇮🇩 to drive revenue with customer-focused marketing campaigns.

axel sukianto

i’m back: i’m joining Truescope as VP marketing.

a few people have asked me why now. honestly, i had a checklist and it ticked every box.

𝟭/ 𝗯𝟮𝗯 𝘀𝗮𝗮𝘀: it's where i do my best work. i dont know how b2c marketers do it, im gonna stick to my zone of genius 😅, aka, tl;dr. traffic > leads > demos > revenue.

𝟮/ 𝗮𝘂𝘀𝘀𝗶𝗲 𝗛𝗤'𝗱: this matters to me. same timezone as leadership means faster decisions. direct access to the founders means i can actually influence strategy, not just execute someone else's plan from a deck created at an overseas HQ.

𝟯/ 𝘁𝗵𝗲 𝗴𝗼𝗹𝗱𝗶𝗹𝗼𝗰𝗸𝘀 𝘇𝗼𝗻𝗲: not so big that i’m a cog in the wheel. but not so small that the entire go-to-market lives in the founders’ head. ive joined a company where i believe good great marketing can genuinely move the needle.

𝟰/ 𝗲𝘅𝗽𝗲𝗿𝗶𝗲𝗻𝗰𝗲𝗱 𝗳𝗼𝘂𝗻𝗱𝗲𝗿𝘀: first-time founders are learning as they go. kudos to them, but i wanted operators who've done this before. it means less time educating up, more time executing (and having fun)

oh, and it's my first time in martech. if you're a marketer, pr pro, or comms leader and you have thoughts on great marketing, i’d love to chat and take notes on how to execute well.

2026: LFG 🎉.

b2b saas marketer in australia | vp marketing @ truescope

Generate Summit 2026 sponsors are in 🎉

we're thrilled to announce our sponsorship lineup for Generate Summit 2026:

🔵 𝗸𝗲𝘆𝗻𝗼𝘁𝗲 𝘀𝗽𝗼𝗻𝘀𝗼𝗿: LinkedIn
🟠 𝗽𝗮𝗻𝗲𝗹, 𝗿𝗼𝘂𝗻𝗱𝘁𝗮𝗯𝗹𝗲 & 𝗲𝘅𝗵𝗶𝗯𝗶𝘁𝗶𝗼𝗻 𝘀𝗽𝗼𝗻𝘀𝗼𝗿𝘀: CAASie.co, Clutch, Partner+, farsiight, Keyy Productions, Swag N Send, Atlas Digital

here's what this really means:

𝟭. 𝘁𝗵𝗲𝘀𝗲 𝘀𝗽𝗼𝗻𝘀𝗼𝗿𝘀 𝗴𝗲𝘁 𝗶𝘁
eight leading companies have chosen Generate Summit as *the* place to connect with the marketing community. They're not just sponsoring a conference… they're backing a community of marketers supporting marketers.

𝟮. 𝘁𝗵𝗶𝘀 𝗺𝗮𝗸𝗲𝘀 𝘁𝗵𝗲 𝗰𝗼𝗻𝗳𝗲𝗿𝗲𝗻𝗰𝗲 𝗽𝗼𝘀𝘀𝗶𝗯𝗹𝗲
full transparency: the four of us run Generate - The B2B Marketing Community in ANZ as a side gig alongside our day jobs (plus our ambassadors!). sponsors like these don't just make Generate Summit viable, they help us create these experiences for b2b marketers in australia + new zealand. without them, we'd be going to drinks in a pub basement (which honestly wouldn't be terrible, but you get the point).

𝟯. 𝗾𝘂𝗮𝗹𝗶𝘁𝘆 𝗼𝘃𝗲𝗿 𝗽𝗶𝘁𝗰𝗵-𝗳𝗲𝘀𝘁
our sponsors know the deal: Generate Summit is "by marketers, for marketers." they're here to add value... and that's why they keep coming back and why you should trust this is worth your time.

𝟰. 𝘆𝗼𝘂, 𝘁𝗵𝗲 𝗮𝘁𝘁𝗲𝗻𝗱𝗲𝗲, 𝗯𝗲 𝗶𝗻 𝗴𝗼𝗼𝗱 𝗰𝗼𝗺𝗽𝗮𝗻𝘆
last year, marketers from Employment Hero, Monday.com, DocuSign, Adobe, Miro, and Culture Amp joined us. this year's sponsor lineup signals we're doubling down on creating australia + nz's premier gathering for b2b marketers who actually *do* the work.

tickets are moving fast, and we're on track to sell out well before July 30.

🎟️ grab yours before the next price increase: https://lnkd.in/gfa5-6yj

tried to make my kids more worldly and show them some winter olympic sports

turned on youtube for the figure skating and they loveddd watching it (yay, but thats not the point of this story)

we dont have youtube premium... so after a while, it switched over to ads

they now know about disney on ice and asking to to go (repeatedly)

curse you youtube

curse you targeted performance ads

curse you marketers

nobody reads your white paper.

ok, that's not entirely true… but be honest with yourself.

when did you last download and read an entire ebook that your own company didn't produce? i'm guessing you can't remember. so why would your buyers be any different?

here's my take: the white paper isn't "dead", but the way we structure them is broken.

most b2b marketers treat the white paper as one thing. it's not. it's two:

𝟭/ 𝘁𝗵𝗲 𝗲𝘅𝗲𝗰𝘂𝘁𝗶𝘃𝗲 𝘀𝘂𝗺𝗺𝗮𝗿𝘆: this is the actual product. it's the 1-pager your buyer reads in 90 seconds and decides if they want to keep going. this needs to do all the heavy lifting: hook, insight, and a clear reason to go deeper.

𝟮/ 𝘁𝗵𝗲 𝗿𝗲𝘀𝘁 𝗼𝗳 𝘁𝗵𝗲 𝘄𝗵𝗶𝘁𝗲 𝗽𝗮𝗽𝗲𝗿: treat this as the appendix. the data, the detail, the proof. it's there for the 10-15% who actually want to go deeper.

currently testing a format where the "white paper" is a 1-pager, and if the reader wants the full detail, there's a link to the extended version.

it mirrors how buyers actually consume content… skimming first, diving in only when they're genuinely interested.

less friction. better signal on who's actually engaged.

has anyone tried this format?

one newsletter tactic most b2b marketers haven't tried yet 👀

add a short jobs section at the bottom of your newsletters.

not your own jobs. jobs from other companies in your space, specifically the ones hiring your exact ICP.

Ashby does this well. their newsletter includes open roles from their own customers, all in the people ops and recruiting space. simple to execute, genuinely useful to readers.. why?

𝟭/ 𝘆𝗼𝘂𝗿 𝗮𝘂𝗱𝗶𝗲𝗻𝗰𝗲 𝘁𝗿𝘂𝘀𝘁𝘀 𝘆𝗼𝘂 (𝗺𝗮𝘆𝗯𝗲 𝗺𝗼𝗿𝗲 𝘁𝗵𝗮𝗻 𝗮 𝗷𝗼𝗯 𝗯𝗼𝗮𝗿𝗱) 
your subscribers opted in because you're relevant to their world. a perfectly matched job listing signals you get them. trust compounds over time.

𝟮/ 𝗶𝘁 𝗱𝗲𝗲𝗽𝗲𝗻𝘀 𝗹𝗼𝘆𝗮𝗹𝘁𝘆 𝗯𝗲𝘆𝗼𝗻𝗱 𝘁𝗵𝗲 𝗽𝗿𝗼𝗱𝘂𝗰𝘁 
you helped someone land their next role. the brand association that follows is real. they'll remember you, recommend you, and bring you into their next company.

𝟯/ 𝗶𝘁 𝗰𝗿𝗲𝗮𝘁𝗲𝘀 𝗮 𝗱𝗶𝗳𝗳𝗲𝗿𝗲𝗻𝘁 𝗮𝗰𝗾𝘂𝗶𝘀𝗶𝘁𝗶𝗼𝗻 𝗹𝗼𝗼𝗽 
they move to a new employer → subscribe again → pitch your product to their new team. your newsletter starts travelling with your ICP.

the best part? it costs almost nothing to get started. spend 5 minutes on linkedin searching for open roles that match your ICP. if you've done your ICP work properly, you already know exactly who you're looking for. 

or do one better, reach out to a handful of customers hiring in your space and offer them a free listing.

you might even get an early look at roles before they go public.

any other newsletters doing this?

i went to an NJA Meetup event last night to support a friend (well done Pam Stevenson!) and i left with a lot of notes on community building.

i'm not in hr or recruiting... i defs don't fit the core audience.

but i left with a solid blueprint for how to run a great community event. here's what they nailed:

𝟭/ 𝘁𝗵𝗲 𝗰𝗼𝗻𝘃𝗲𝗿𝘀𝗮𝘁𝗶𝗼𝗻𝘀 𝘄𝗲𝗿𝗲 𝘁𝗵𝗲 𝗿𝗲𝗮𝗹 𝗰𝗼𝗻𝘁𝗲𝗻𝘁: the room was buzzing. people were sharing, helping each other, swapping ideas. (someone put their hand up to say they got a job from a connection they made at the last event!!!). good things happens when you curate the right people and create the conditions for real talk.

𝟮/ 𝘀𝗽𝗲𝗮𝗸𝗲𝗿𝘀 𝘄𝗶𝘁𝗵 𝗮𝗰𝘁𝘂𝗮𝗹 𝗲𝘅𝗽𝗲𝗿𝗶𝗲𝗻𝗰𝗲 𝗻𝗼𝘁 𝗽𝗼𝗹𝗶𝘀𝗵𝗲𝗱 𝗸𝗲𝘆𝗻𝗼𝘁𝗲𝘀: speakers who had been in the trenches and had the stories to prove it (thanks for sharing Jeremy Cabral Gillian Findlay David Ky Patrick Lynch ). that's the difference between "interesting" and "i'm writing this down right now." also helps that there was some spicy takes as well 🌶️ 

𝟯/ 𝘁𝗵𝗲 𝗱𝗲𝘁𝗮𝗶𝗹𝘀 𝗺𝗮𝘁𝘁𝗲𝗿 𝗺𝗼𝗿𝗲 𝘁𝗵𝗮𝗻 𝘆𝗼𝘂 𝘁𝗵𝗶𝗻𝗸: curated attendee list. light-filled + spacious venue. good food. solid agenda. these all signal respect for your attendees' time. and when people feel valued, they show up differently.

big ups to the team (Pam Stevenson Emer McCann Anthony Enright). seriously well done 👏, im stealing some of your ideas for Generate - The B2B Marketing Community in ANZ ;)

your biggest marketing decisions shouldn't be made by committee.

here are four decision-making modes you can use (and when each one actually works):

𝟭/ 𝘂𝗻𝗶𝗹𝗮𝘁𝗲𝗿𝗮𝗹 - you make the call

fast, decisive, but risky if you miss critical info. use this for time-sensitive tactical decisions where you have the expertise and the downside is low. think: adjusting ad spend mid-campaign, pausing an underperforming channel, or fixing website copy.

the trap: overusing this when you need buy-in for execution.

𝟮/ 𝗰𝗼𝗻𝘀𝘂𝗹𝘁-𝗮𝗻𝗱-𝗱𝗲𝗰𝗶𝗱𝗲 - gather input, you decide

you ask for perspectives from your team or stakeholders, but you make the final call. this is your workhorse for most strategic marketing decisions. use it for positioning changes, budget allocation across channels, hiring priorities, or tool selection.

the key: be crystal clear upfront that you're consulting, not consensus-building. otherwise people feel ignored when their advice isn't taken.

𝟯/ 𝗯𝘂𝗶𝗹𝗱 𝗰𝗼𝗻𝘀𝗲𝗻𝘀𝘂𝘀 - everyone needs to agree (..enough)

this takes longer but gets stronger commitment. use this when implementation success depends on people you can't directly control or observe. think: rolling out a new brand identity across multiple teams, launching a customer marketing program that needs sales enablement support, or changing how you measure and report on pipeline contribution.

the goal isn't unanimous agreement - it's sufficient consensus where the team believes it's the right call and others can live with it.

𝟰/ 𝗱𝗲𝗺𝗼𝗰𝗿𝗮𝘁𝗶𝗰 - everyone votes

honestly? rarely useful in b2b marketing leadership. maybe for low-stakes decisions like picking between three solid event venue options after you've done the diligence together.

===

the pattern i see with struggling marketing teams: they try to build consensus on everything because it feels collaborative. but what actually happens is decision paralysis, watered-down compromises, and everyone blaming everyone when results don't hit.

consult-and-decide should be your default for 70% of strategic marketing decisions. 

you're the leader.. prove it. prove it by making the tough calls while genuinely listening to your team.

Trevor van Woerden 🐓

Trevor van Woerden @ INFUSE

VP of Commercial Demand, North America

INFUSE

Director of Strategic Accounts & Campaign Architect

INFUSEmedia is a fully integrated, data-fueled, demand generation engine that offers a host
of industry-leading solutions designed to help B2B organizations drive quality interest.

As a full stack sales rep, my role is to identify contacts => initiate engagement => deliver value messages => negotiate contracts => be accountable to outcomes.

Senior Account Executive

Hotness Unleasher Studios

Founder

Accident Data Center

In this role, I handled all sales and marketing functions for this 3/4 person startup, and I loved this experience.

We sold to Personal Injury lawyers around the US, and I particularly enjoyed them as clients. 

- over 60 new Personal Injury law firm accounts closed
- over $750k  revenue generated

The goal of the company was to demonstrate the opportunity of topical curation against a geographic structure while developing the artificial intelligence technology to support it at scale. 

Unfortunately, the dev team couldn't pull off the AI, and Google stopped rewarding curation. The site died, and the company died with it.

Director of Sales and Marketing

Dex Media, Inc.

I really wanted to like this job, and there were parts of it that I really did enjoy. But the problem was that it was built on a print product that was in fast decline, and I was there near the end of it to mop up whatever I could under increasingly fearful managers. The company eventually went into bankruptcy and was reborn as Thryv, but my timing was just all wrong. 

7-14-14 - highest ranked DexMedia Marketing Consultant in Washington State YTD.

3-31-15 - highest ranked DexMedia Marketing Consultant for new/non+increase out of ~90 reps in the Northwest region.

Marketing Consultant

Mediabistro

This role was responsible for generating advertising revenue through hunting new accounts. Secondary functions included new product innovation and development, managing business development partnerships, project management, and strategic input. 
-Grew revenue by 15% YOY 2011-2012 for Inside Network 
-Conceived and launched 5 new advertising products: Audience Extension, Inside Solutions,    Sponsor Highlights, Newsletters, and Full-width banners 
-Launched Sponsored Posts for over $100k in new revenue in Y1.
-Led the consolidation rollout of Inside Network into mediabistro

Senior Sales Manager

Bellingham Vacation Rental, LLC

We repurposed our primary home to be used as a vacation rental
-Prioritized and executed refurbishment projects that would appeal to an upscale market
-Advised marketing strategy including Facebook, VRBO.com, AirBnB.com, TripAdvisor, and Craigslist
-Y1: $38k revenue. Y2: $45k revenue. Y3: $50k revenue projected
-facebook.com/bellinghamvacationrental
-vrbo.com/326141

co-owner

QuinStreet - internet.com

This hunting role focused on generating revenue from new accounts. Secondary functions included new product innovation and development, and strategic input.
-Focused on CPL, CPC, and CPM based campaigns
-Identified, acquired and managed direct to client and agency accounts including SalesForce, F5 Networks, Quantum, BlueArc, InterSystems, Infragistics, VMWare, and Verio
-Consistent on-target/over-target performer against $1MM to $2MM annual quota
-Launched HotList product line and ranked #1 in sales for both direct to client and agency business

Client Strategy & Development Manager

Bellingham Insurance, LLC

Bellingham Insurance, LLC was an extension of the MetLife insurance agency model focused on non-standard commercial, flood, life and health insurance products. The primary purpose was to transition out of insurance and capture revenue from existing lead pipeline.

Owner

MetLife

This was a hybrid owner/agent model where I built an insurance agency from scratch for MetLife by hunting new clients. I also took on independent agency relationships and cross sold multiple product lines while managing personnel, marketing, and business development relationships.
-Grew local auto and home insurance agency from ground up and acquired more than 600 individual and commercial clients while maintaining over 91% customer retention rate
-Recruited, hired, and supervised highly proficient support staff in response to rapid business growth to ensure superior customer service
-Granted Advanced Property and Casualty Council Award for P&L balance (2004 – 2006), qualified for sales volume awards each year, and consistently ranked in top 10% of MetLife Agents for new business production

Property & Casualty Specialist

Buyers are in charge of their purchase journeys in 2025, and GTM teams must adapt.

The old lead gen + SDR outbound playbook has struggled for an eternity because it doesn't offer value to buyers. Adapting tools and workflows to meet buyer needs and turn them into hand raisers will take commitment to developing your brand, to understanding real time ICP data, participating in relevant ecosystems, and equipping sellers with relevant messaging when buyers engage.

A few more things I like to say...

Creator Motion is what selling like a marketer means.  

Your LinkedIn audience isn't interested in what you sell, they're interested in how you go about selling it.

The final decision often doesn't get made until after you've made your final decision.

Process >>>>> Goals

achievement => confidence => ACHIEVEment => CONFidence => ACHIEVEMENT => CONFIDENCE

Persistently doing the wrong things will persistently yield undesirable outcomes.

There is no failure, only data.

Sales sourced opportunity mandates are bad.

On parenting: without quantity time, you'll have way less quality time.

ps - I also produce a livestream called "The Hotness Unleasher Show" - it has its own business page, but it's not a business. It's a passion project. The point of it is to 1)practice with a channel that is largely underutilized on LinkedIn 2)make friends 3)fight against LinkedIn stuffiness.

This really is my favorite role to date. The company affords me extraordinary latitude and autonomy to represent the company as I think best. I am encouraged to think creatively, solve problems, continuously learn, and take risks. 

My managers trust my intuition and experience to do the work competently. I'm never asked to do anything without the utmost integrity and fair dealing.  

I am accountable to outcomes, so the processes of working with clients, figuring out what they are trying to accomplish, coming up with ways to do it, and making sure it all goes smoothly are all rewarding.

taplio

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axel sukianto

Trevor van Woerden 🐓

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Trevor van Woerden 🐓

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