ON24

Vice President Demand Generation

Panorama Education

Sr. Director of Demand Generation

Clari

Oversee global demand & pipeline generation.

Sr. Director of Growth Marketing

Lead a team of remarkable growth marketers to drive demand and pipeline via world-class marketing programming. Fostering an environment of a data-driven decision-making, autonomous creativity, no fear of failing, meticulous project management, and a bias for action.

Director of Growth Marketing

Centrify Corporation

Lead a digital marketing team, continuously exceeding MQL and SAL goals. Leverage integrated marketing cross-channel (including SEM, paid social, content syndication, webinars, email nurture, and website). Responsible for strategy and tactical execution around Account-based efforts, dedicated to growing revenue within Target Accounts.

Director of Demand and ABM

Owned ABM strategy (from plan & build to test & optimize), launching custom programs, including one-to-few and one-to-many, leveraging email, direct mail, and website personalization. 

Operationalized several ABM technologies across marketing and sales (intent-6sense and engagement-Engagio) resulting in better account segmentation, more strategic marketing spend and improved lead hand-off to Sales. 

Ensured program optimization across the Demand Gen team, including a/b testing, program analysis & recommendations. Ongoing program and data analysis to 1) identify gaps and provide actionable changes to demand gen strategies and tactics 2) share the demand gen narrative and findings with executive leadership and BoD.

Sr. Marketing Manager, ABM

Bill.com

Managed demand generation, across full funnel (webinars, nurture, and email marketing), including analyzing and refining programs to decrease CPL and lifetime value. Created advocacy channel for the company, including customer appreciation and referral programs.

Sr. Marketing Manager

Nimble Storage

Developed marketing strategies for the NA Central West territory to include an optimal mix of marketing channels, including events, email marketing, webinars, website, and social media. Drove lead generation efforts with a strong focus on hosted events (breakfast briefings, lunch-and-learns, happy hours), tradeshows, and local and regional usergroups.

Marketing Manager

Cogenra Solar

Ran all marketing channels (email, tradeshows, publications, co-marketing, social media, and webinars) to reach multi-family, education, healthcare, building and facility and assisted living prospects, meeting lead gen goals. Created speaking abstracts, award submissions and overall company messaging to prospects, channel partners, investors, and media.

Dealix Corporation

Managed lead generation efforts, using email, display on industry-specific social networking sites and tradeshows. Created customer retention and satisfaction programs to increase customer product, resulting in increasing upsells and cross-sells. Developed training materials, tools and resources and conducted sales team training to educate them on corporate marketing programs.

Responsible for determining business strategies and direction for new and used car products.  Created and managed a ‘dashboard’ of all active projects, which was eventually implemented into the project management tool kit. Defined and prioritized product and technical requirements balancing the needs of internal and external customers.

Product Manager

Sr. Director of Growth Marketing at Clari

I have been a marketing geek for the last 13 years and still love every day of it. As the Sr. Director of Growth Marketing at Panorama, I oversee demand and pipeline generation via inbound, account-based, and digital strategies. I view marketing as a perfect blend of art, science, psychology, and creative thinking, and I believe it to be an integral part of the revenue team.

Natasha Dolginsky

Kevin Mulrane

Experienced Revenue Leader with a demonstrated history of building and scaling revenue teams across sales development, new business acquisition, retention & expansion, sales operations, and sales enablement. Skilled in Negotiation, Revenue Growth, Customer Relationship Management (CRM), Team Building, Sales Operations, Customer Experience, and Deal Closure. I have worked across different departments such as sales enablement, sales operations, internal recruitment, Customer Experience, and marketing.

VP of Sales

When buyers push back on price, they're rarely only talking about price.  Its usually one of these signals. 


- Business case isn't clear
- Not a huge priority 
- Internal risk of making a change is too high. 

Lowering the price might reduce financial risk but it doesn't reduce strategic uncertainty. Don't just throw out a discount ask questions.  

Try this instead..

1️⃣ Clarify the cost of staying the same
 Instead of defending price, ask:
 – “What happens if you don’t solve this in the next 6–12 months?”
 – “Who feels the impact if nothing changes?”
 – “How are you measuring the cost of the current state?”
If the status quo feels cheap, your solution will feel expensive.

2️⃣ Test real urgency
 – “Is this a Q1 priority or a ‘nice to improve’ initiative?”
 – “What else is competing for budget or priority right now?”
 – “If this doesn’t get approved, what shifts internally?”
You’re not pressuring. You’re diagnosing.

3️⃣ De-risk the internal decision
 Price objections often mask internal fear. Try:
 – “Who would need to feel confident for this to move forward?”
 – “What would make this feel like a safe decision?”
 – “Where do you anticipate internal pushback?”

What else am I missing??

VP of Revenue at BioCentury | Advisor | Pizza and Wine Enthusiast

Most sales teams don't have a coaching problem. They have a feedback-overload problem.

I've seen it happen over and over. A manager listens to a call, spots 10 things wrong, and unloads all 10 in the debrief. They walk away feeling productive. 

The rep walks away confused and deflated.

That's not coaching. That's noise.

The best managers I've been around do something that feels almost too simple. They pick ONE thing. They go deep on it. They don't move on until it sticks.

But here's the part that separates good coaches from great ones...

They ask more than they tell.

"How do you think that call went?" "Where did you lose them?" "What would you do differently?"

When a rep can diagnose their own performance, you've done something that matters. You've built self-awareness. And self-awareness compounds.

I've watched average reps become top performers. Not because they got more talented overnight. But because someone finally took the time to coach them with intention.

Your reps don't need more feedback dumped on them.

They need a coach who gives a damn.

Are your managers actually coaching? Or just filling the time between calls?

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The Battle

Natasha Dolginsky

Kevin Mulrane

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taplio

The Battle

Natasha Dolginsky

Kevin Mulrane

Followers

Posts

Engagements

Likes

Performance Score.css-goub6s{font-size:var(--chakra-fontSizes-md);font-weight:500;color:var(--chakra-colors-gray-600);display:block;margin-top:var(--chakra-space-1);}Kevin Mulrane's LinkedIn Performance

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