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Articles by Susanna
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Can You Afford To Be Wrong? B2B Brand vs. Demand
Can You Afford To Be Wrong? B2B Brand vs. Demand
It’s a strange contradiction. Today we can measure the compound impact of brand and demand with more precision than…
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The Digital Technology Bets of Leaders
The Digital Technology Bets of Leaders
Research from Cognizant Digital Business called The End of the Beginning offers an intriguing view into how fast…
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9K followers
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Susanna Parry-Hoey shared thisAs New Yorkers, September 11th is etched in our collective memory. Today’s clear blue sky and crisp fall air are exactly as they were 25 years ago. And moments of silence and memorial ceremonies are no less raw. #NeverForget911 Experience the power and beauty of the 9/11 Memorial Pools in the footprints of the towers (video short) - https://lnkd.in/g6mMeVgK Watch “102 Minutes That Changed America,” a documentary constructed entirely from amateur home videos, news outtakes and citizen footage captured during the time between the first plane hitting the North Tower and the collapse of the second tower - https://lnkd.in/giVV7Xyy
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Susanna Parry-Hoey shared thisI have a confession to make. It’s been six months since I launched as a GTM strategist and fractional CMO. My firm is called Recurve GTM. We work with expansion-stage B2B tech and services companies $5M-$250M to accelerate onto their next growth curve. Never have I seen CEOs and founders at the peaks of their careers embarked on more ambitious and inspiring journeys – as they expand well-established businesses into new arenas or shake up their established fields with AI-enabled ventures. In just half a year, I’ve gotten to partner with outstanding leaders to: 1) Define ICP, offers and sales messaging for a software engineering and digital leadership consultancy that increases product velocity for digital banking clients 2) Validate health tech investment in an AI native clinical decision (doctor/patient) support system with a market, product, pricing and customer strategy 3) Accelerate growth by doubling down on new industrial engineering services and production capacity for aerospace, optical and semiconductor applications One common theme: If you’re expanding the business, what worked for you in the last stage won’t have the same impact in the next stage. You can’t keep running the same brand and GTM playbook because impact diminishes and confusion results. I’ve seen this over and over again, as a CMO for IT Services and B2B SaaS companies with 300, 3,000 and 300,000 employees. In each case the business was expanding into new areas -- whether it was a venture within an enterprise, a growth company going global, or a completely new spin-out. And in each case, a new growth strategy meant we remade the GTM so it was the right fit. As a GTM Operating System certified partner, I also use a proven methodology that matches the GTM playbook to business expansion stage. The scope is product, sales, marketing and customer facets. That’s why it is so rewarding to be able to help. For leaders and founders taking their company into its next chapter of growth. And especially for those laying the groundwork for an exit within the next 2-5 years. There’s a way to be positioned to realize the value carried in their life’s work. 👋 Hi, I'm Susanna. I work with mid-market tech and services companies to build the strong brand, healthy revenue, and AI-enabled GTM capabilities that will take them forward. Growth gets harder when expansion outpaces focus. Let’s get started before it does. #GTM #GoToMarket #GrowthStrategy #GTMStrategy #FractionalCMO #AIinGTM GTM Partners Sangram Vajre Bryan Brown
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Susanna Parry-Hoey shared thisWe just finished the last bittersweet days counting down to when our son Dylan packed out for his junior year at Norwich University. The summer flew by and having him home was a gift made more precious for knowing he would soon again be back on campus. NU is the oldest private military college in the US and birthplace of the ROTC. It was founded in 1819 by Captain Alden Partridge, a West Point grad and superintendent who had a vision for an educational system combining liberal arts with civil engineering and military science to produce citizen-soldiers rather than career officers. As a Corp of Cadets staff sergeant, Dylan is in-charge of 12 incoming freshmen or “Rooks” training up to be recognized as full-fledged cadets. On top of his business management major with a minor in leadership, he plays loosehead and tighthead prop in the front row on Norwich’s national championship rugby team. His average day often starts at 4:50am for PT (physical training) – running six miles before breakfast or rucking over rough terrain carrying a 50- to 70-pound rucksack. Long winters and frequent snowfalls make Northfield VT an outdoors mecca and testing ground alike. For that choice, Mom experiences a little bit of guilt and a whole lot of pride. Go Dyl! We know you're going to ace your junior year.
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Susanna Parry-Hoey shared thisTaking stock of revenue targets at the half-year mark, is growth on track? Bain’s annual commercial survey showed 91% of companies expect to hit their 2026 growth targets. It was about the same last year and 42% fell short. With companies reporting their Q2 results and starting to embark on 2027 planning, now is a good time to take stock of whether growth is on track and assess which go-to-market (GTM) moves are needed to close the gap. “Companies are tightening spend while doubling down on growth moves: sharpening the value proposition, broadening product and service portfolios, accelerating new offers, and using AI-driven tools and analytics to respond to pricing pressure faster.” The research offers valuable insights as to how each of 18 B2B sectors is experiencing volatility in commercial terms – from market disruptors and pricing pressures; to value propositions and lead generation; and AI, GTM technologies, organizational silos and operating rhythm. At stake? According to Bain, during a period where geopolitics and AI have contributed to greater volatility, making the right growth moves has rewarded leaders with growth 1.6x above average. https://lnkd.in/eTQFeDfZ #B2BGrowth #CEOAgenda #GTMStrategy
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Susanna Parry-Hoey shared thisDuring a packed #NYTechWeek2026, I took time out to meet up with fellow #YaleAlumni Max Saltonstall, a Developer Advocate at Datadog. We delved into the power of storytelling for complex technologies and how B2B execs can build their communications muscle to move audiences and help users more. One of the key ideas that stuck with me was how to get speakers to stretch beyond their comfort zone with the right coaching and supports. Being truly challenged but not pushed too far. Formally it’s known as the Zone of Proximal Development (ZPD), an approach to educational psychology developed by psychologist Lev Vygotsky as I learned. Strong technical narrative for #CXOs is especially important when AI-era operating stacks can be confusing if they are not explained in a clear and compelling way. The message has to ring true when so many software and services companies are leading with AI; is it for real or is it just AI-washing. When it comes to successful public speaking, here are five things you can start to do today: 1- Assess your speaking level: Get feedback from trusted peers and advisors on how your last couple of talks landed. All things equal, humility helps most here. 2- Determine the effort you’re willing to put in: Now you know your level and the way forward, how much you can prioritize effort is a key variable driving progress. 3- Commit to the calendar: Improving public speaking is best done right before a major event, pitch or interview. This provides urgency and the skills will be fresh. 4- Build your talk: One main thesis and no more than 3-5 supporting pillars, which is optimal for the average attention span. Share one great story as a focal point. 5- Practice the opener: In the first 60 seconds, establish empathy, tell your audience the pain you will solve for, and what next steps they will leave with. Next time you’re holding the mic on a stage with a sea of faces staring up expectantly, just say “proximal” three times… or be well-prepared to give the best talk yet of your life.
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Susanna Parry-Hoey reposted thisSusanna Parry-Hoey reposted thisI'm hiring for multiple Partner Manager roles across multiple states. Current states are CO, WA, UT, TX (Dallas Houston, Austin). Future states are TN, CA, PA, and FL (multiple locations). Apply via the website and I will see your application. Feel free to apply now for the future states because once we're credentialed in those states I'll need to hire super fast. Thanks all! I already have a firm I'll use when I'm ready, Blueprint Expansion, so no need to pitch me your recruiting firm. https://lnkd.in/gRJWQvXR
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Susanna Parry-Hoey shared thisMatt Davison is a great marketing leader to work with at SHI International Corp. Check out these positions he is hiring.Susanna Parry-Hoey shared thisSHI International Corp. is currently hiring for several marketing roles on Matt Davison’s team. Check them out and spread the word. 👇 🔹 Sr. Solutions Marketing Manager – Data Center & Cybersecurity https://lnkd.in/gYrzvW5J 🔹 Sr. Campaign Manager – Microsoft Solutions https://lnkd.in/gq5B_wyj 🔹 Marketing Events Specialist – Microsoft Solutions https://lnkd.in/gjKKfdTb
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Susanna Parry-Hoey shared thisMatt Heinz has nailed the evolution of the CMO. This is about more than titles and reporting lines. It's about mindsets and mandates stretching across the commercial (GTM) functions. As he aptly puts it: "Increasingly, the CMO is more than just "marketing" as we have defined that in B2B. It's orchestrating GTM efforts across teams, across humans and machines, creating repeatable and sustainable impact and results."Susanna Parry-Hoey shared thisThe CMO role is entering a new and very exciting phase. Same letters, different words and meaning: 👍 Original: Chief Marketing Officer 👎 For A Rough Minute: Chief MQL Officer 🔥 Elevated: Chief Market Officer 💥 Next: Chief Market Orchestrator Let's start with the "rough minute". For far too long in the not-distant-enough past, CMO stood for Chief MQL Officer. Especially in short-sighted organizations only interested in filling today's fire drill pipeline, marketing was all about leads. This led to CMOs reporting to CROs, and the expectation that the CMO role (the lead generator) in extreme cases could be outsourced or automated. This, shockingly, didn't and doesn't work. Smartly, Latané Conant started using the title Chief Market Officer several years ago. Marketing is a verb, it's what we execute. The Market is what matters most. Understanding and scoping the market, managing product/market fit, creating a market that craves and demands what you are solving. That's a chief marketer's job. And increasingly, the CMO is more than just "marketing" as we have defined that in B2B. It's orchestrating GTM efforts across teams, across humans and machines, creating repeatable and sustainable impact and results. Rivers of predictable impact in complex situations and markets. The Chief Marketing Orchestrator will be responsible for delivering product/market fit, tightly coordinated AI-forward, human-centered and customer-obsessed motions. And in a reimagined org structure I could easily make a case for sales to report into this Chief Orchestrator role. There's plenty of change management, culture change and status quo-busting inherent in these shifts and their implications. Smart leaders aren't hiding right now though, they're leaning into the hard questions that will define and accelerate GTM impact, momentum and sustained results moving forward.
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Susanna Parry-Hoey shared thisTo my many former colleagues at these companies, congratulations on being recognized by HFS Research for AI-led agentic services. Tony Stark, step aside!Susanna Parry-Hoey shared thisThe most comprehensive analysis of the abilities of the 36 leading services firms delivering agentic services to enterprises. This research delved into many client references, HFS data, the HFS OneCouncil, agentic software partners, and analyst insights to help enterprises with their partner selection as they embark on this critical modernization journey. This is no longer about a sexy strategy devised in a PPT deck, but actual tactical know-how, business transformation, technical expertise, and smart leadership that can embrace change. A special mention to the following five "Services-as-Software Stars" whose clients demonstrated distinctive movement towards delivering software-led solutions Accenture Cognizant IBM Infosys Wipro And Kudos to the Horizon 3 Market Leaders Ascendion Capgemini EY HCLTech KPMG NTT DATA Publicis Sapient Tata Consultancy Services The Horizon 2 Enterprise Innovators Akkodis Atos Boston Consulting Group (BCG) Brillio EXL Firstsource Genpact Hitachi Digital Services iOPEX Technologies LTM McKinsey & Company Mindsprint Mphasis Persistent Systems Sutherland Virtusa ... and the Horizon 1 Enterprise Dsiruptors Bain & Company Birlasoft IGT Solutions Innova Solutions Movate PwC UST A shout out to our report authors David Cushman Niti J. and Jason Dann HFS Research subscribers can download the full report and access agentic service provider and software profiles here: https://lnkd.in/eTYEGiiZ
Susanna Parry-Hoey replied to a comment
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GTM + AI + Marketing = CEO's expanding their business into new areas with speed and certainty. Thanks Bryan Brown and GTM OS for being a key part of this equation :)
Susanna Parry-Hoey replied to a comment
1w
Scott M. the best is yet to come. Speaking of which, congrats on your new role Improving!
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Susanna Parry-Hoey liked thisSusanna Parry-Hoey liked thisTLDR: Jenn Steele is joining Heinz Marketing today as our new COO and President. My title shifts to founder and CEO. I feel like I just won the lottery. A couple years ago when Maria Geokezas told me she was ready to retire, I knew I’d need to start looking for a new COO. And honestly Jenn was on my short list from the beginning, as something between a long shot and pipe dream. She’s a values fit, she’s a wicked-smart marketing leader, plus she’s run multiple companies. She checks all the boxes. But there’s no way she’d consider not only joining us but running the company, right? Then over lunch in January, she pitched ME on the idea. I still can’t believe it. So as of today Jenn runs the company day to day and I get to spend more of my time on the things I love – content, community, more time with marketing leaders and at events. We have BIG plans and BIG ideas for what’s to come for Heinz Marketing. I’m excited for you all to see it in the coming months. It’s easily the people that make this job so gratifying. We have an incredible team and I can’t wait for what we’re going to do together next.
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Susanna Parry-Hoey liked thisSusanna Parry-Hoey liked thisA bit late posting this, but it's a topic that needs its own discussion. As AI redefines the future of work, who gets a seat at the table to shape it? At #LearningLive2026 with Pash Reddy and our fellow co-founders of The LPI (Learning and Performance Institute) 's W.I.L.L. (Women's Inclusion in Learning Leadership), we discussed the impact of women making up just 22% of global AI and data professionals (the missing 78% of voices shaping these systems), and less than 15% of AI executive and leadership roles... with it projected to take 123 years to close the gender gap at this pace (World Economic Forum). Systems are not inherently neutral. They reflect the data, assumptions and perspectives of the people who design and use them - and right now, those perspectives are not evenly distributed. And we know this! There have been recent examples with Amazon scrapping a biased AI recruitment tool, or Netherlands Institute for Human Rights deeming Meta's job-ad algorithm as gender-discriminatory. And it's not just gender. So to carry on the conversation... what is the ethical responsibility Talent, Learning and HR leaders have to counter any inherent bias caused by AI in our people systems? How do we tackle power dynamics and representation gaps? As people leaders, rather than passive adoption, it is our responsibility to look at how AI shapes our organization from a human standpoint... who benefits from this system? How are we reinforcing at scale? And who is the clearly named person for the outcomes that tool creates- not just for buying and implementing it? From us, it is analyse the 4 areas where bias enters AI-driven learning or recruitment, or talent management, or mobility. 1. Data 2. Design 3. Algorithm 4. Deployment And to start, our discussions have generated the following ideas... but this is just the beginning: 1. Audit your systems... understand who benefits from the current tools and who doesn't 2. Question outputs... treat recommendations as choices to interrogate, never as neutral truth 3. Diversity inputs... widen the data and people involved in learning and talent decisions 4. Redesign access... make high-value skills pathways visible and reachable for everyone 5. Align to strategy... tie it to capability, performance, and growth - not a side initiative To us, this is a business opportunity, not just a learning, talent and DEI priority. Do share with us what you have observed and what your organisations are doing to address it. And a link to find out more about WILL and join us is in the comments below Kate Graham Jackie Barefield FCIPD FLPI Prachi Prasad Sarah Hatton (FLPI) Sarah Burrell Hannah Maplethorpe Eleonora Rocca #AIinLearning #AIinTalent #FutureWorkforce #FutureTalent
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Susanna Parry-Hoey liked thisSusanna Parry-Hoey liked thisMy cup runneth over…literally and figuratively. We fit a Texas size coffee into a New York size coffee shop yesterday morning. Thank you to Jen Spencer and Booth for making it possible. I say at the beginning of every coffee that someone here will be able to help you with some random, obscure ask and it almost always happens. Someone needed help in the Philippines and another guest has a business in the Philippines. Someone needed a referral to a provider and she lives in South America and another guest has a friend whose mother in that particular city is the same kind of provider she’s looking for. This is the magic of asking for the “get”.
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Susanna Parry-Hoey liked thisSusanna Parry-Hoey liked thisYou run marketing like a strategic business unit. Your CFO runs the numbers like you're a cost center. Not because they're wrong. Because the function doesn't produce what would prove otherwise. Capacity isn't visible. Requests get absorbed without a record. Activity gets reported where outcomes should be. You can't operate limitlessly until you operate systematically. You need structure before you can have flexibility, and discipline before you can be dynamic. Here's what that takes. Days 1-30, foundation. ↳ Define your growth mandates and put an owner, a metric, and a budget behind each one. Build the intake gate that protects them. Days 30-60, capacity and orchestration. ↳ Build a capacity ledger for your team and track utilization over four weeks. Implement a run board for your top three mandates. Document the Plan, Build, Run, Review workflow so work moves the same way every time. Days 60-90, performance and governance. ↳ Create a mandate performance dashboard. Set investment guardrails and decision rights. Execute one strategic reallocation based on what the data shows. Then present the framework to your executive team. You'll know it's working when more than 70% of budget and capacity align to your top three mandates, more than 80% of work is planned rather than reactive, you can clearly explain how capacity is allocated, and you've reallocated over 15% of budget based on performance. And when your CFO stops seeing overhead and starts seeing a growth engine.
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Susanna Parry-Hoey liked thisPersistent just participated on a panel where one of the good BFSI sourcing advisors in our industry was also a panel member. The topic was AI in BFSI and following that event Marc Harrison posted an interesting summary of that discussion. I encourage any of my friends in the BFSI space to take a read at Marc's observations which I think are very insightful of how AI is being deployed and measured in heavily regulated environments. Very good insight from this panel overall.Susanna Parry-Hoey liked thisAI is reshaping financial institution operating models, raising expectations for providers to deliver differentiated capabilities and measurable business value.AI Is Changing the Operating Model and Raising the Bar for Provider ValueAI Is Changing the Operating Model and Raising the Bar for Provider Value
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Susanna Parry-Hoey liked thisHeading to Denver this week for EDUCAUSE, and one topic is top of mind across higher ed: AI detection. When an AI detector gets it wrong, a student can get accused of cheating on work they wrote themselves. Their grades can be put on hold, scholarships can disappear, and the stress and uncertainty of a justified outcome can last for months while the case drags on. Graduations slip, and job offers go with them. Instructors didn't sign up to run investigations. It's painful for everyone involved, and some students now run their own writing through software just to prove they're human. That's the problem Cursive by Blackboard addresses. Instead of guessing from the finished submission, it looks at how the writing was produced, so instructors have a record to review rather than a score to argue over. It works whether your campus runs Blackboard, Canvas, D2L Brightspace, or Moodle, and in Google Docs and Word too, because students write in a lot of places. I believe integrity works when it starts from trust. We'll be showing it at our Blackboard booth at EDUCAUSE. Come see us and learn more. Link in comments.
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Susanna Parry-Hoey liked thisSusanna Parry-Hoey liked thisProud to be part of this next chapter with the PSECU team as they build a stronger foundation for the future of member engagement. The future of banking wont be defined by channels. It will be defined by intelligence. For years, the industry has focused on digitizing banking. The next challenge is making every interaction smarter. @PSECUs investment in Intelligent Banking reflects that shift and the growing opportunity to combine data, intelligence and experiences in ways that create greater value for members. https://lnkd.in/g6b4xqvW
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Susanna Parry-Hoey liked thisSusanna Parry-Hoey liked thisLooking forward to ITC Vegas 2026 next week. I will be at Mandalay Bay Resort & Casino together with our Executive Team, my great Sapiens colleagues and more than 9.000 other people from our Industry. It's always the people that make these events worthwhile: catching up with old friends in the industry and making new connections along the way. If you're attending, let's find time to talk about where insurance technology and Analyst Relations are heading. Feel free to drop me a message or use the event app to set something up. #ITCVegas2026 #InsurTech #AnalystRelations #Sapiens
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Susanna Parry-Hoey liked thisSusanna Parry-Hoey liked this𝐑𝐞𝐬𝐢𝐥𝐢𝐞𝐧𝐜𝐞 𝐈𝐬𝐧'𝐭 𝐇𝐨𝐩𝐞𝐝 𝐅𝐨𝐫. 𝐈𝐭'𝐬 𝐄𝐧𝐠𝐢𝐧𝐞𝐞𝐫𝐞𝐝 One of the benefits of being a member of the The Wall Street Journal's CMO Council is the invites to participate in some amazing sessions. Today I was at their Journal House for "Building the Resilient Enterprise." The lineup was impressive: Brad Smith of Microsoft, Carol Tomé of UPS, John Doyle of Marsh and Jacek Olczak of Philip Morris International. They came from different industries and face different risks, but one thread ran through every conversation: AI now sits at the center of how enterprises grow, compete and absorb shocks. 𝐌𝐲 𝐟𝐢𝐯𝐞 𝐭𝐚𝐤𝐞𝐚𝐰𝐚𝐲𝐬: • 𝐒𝐭𝐚𝐫𝐭 𝐰𝐢𝐭𝐡 𝐭𝐡𝐞 𝐛𝐮𝐬𝐢𝐧𝐞𝐬𝐬 𝐩𝐫𝐨𝐛𝐥𝐞𝐦, 𝐧𝐨𝐭 𝐭𝐡𝐞 𝐦𝐨𝐝𝐞𝐥. Brad's advice was clear: fix the business process first, then use AI to improve it further. Today's models are already so capable that most enterprises have years of work ahead just to put them to use. • 𝐆𝐨𝐯𝐞𝐫𝐧𝐚𝐧𝐜𝐞 𝐦𝐚𝐭𝐭𝐞𝐫𝐬 𝐚𝐬 𝐦𝐮𝐜𝐡 𝐚𝐬 𝐭𝐡𝐞 𝐭𝐞𝐜𝐡𝐧𝐨𝐥𝐨𝐠𝐲. As agents take on real work, each one needs an identity, monitoring, clear limits on what it can access, cost controls, security and an off switch. Anything that powerful has to be managed. • 𝐂𝐲𝐛𝐞𝐫 𝐢𝐬 𝐭𝐡𝐞 𝐫𝐢𝐬𝐤 𝐦𝐨𝐬𝐭 𝐥𝐞𝐚𝐝𝐞𝐫𝐬 𝐚𝐫𝐞 𝐮𝐧𝐝𝐞𝐫𝐩𝐫𝐢𝐜𝐢𝐧𝐠. John said the risk he worries about most in the near term is a systemic cyber event, one that could hit the economy the way the pandemic did. His advice was to decide ahead of time who sits on your crisis response team, and what you'll do in case of an event, instead of working it out in the middle of an attack. • 𝐏𝐥𝐚𝐧𝐬 𝐚𝐫𝐞 𝐨𝐮𝐭. 𝐒𝐜𝐞𝐧𝐚𝐫𝐢𝐨𝐬 𝐚𝐫𝐞 𝐢𝐧. Carol said UPS doesn't really build plans anymore. It builds scenarios, and it uses digital twins of its supply chain so it can move on a dime. John argued that the global economy overinvested in efficiency, and that companies that treat resilience as a leadership discipline will turn it into a competitive advantage. • 𝐀𝐈 𝐬𝐡𝐨𝐮𝐥𝐝 𝐞𝐥𝐞𝐯𝐚𝐭𝐞 𝐩𝐞𝐨𝐩𝐥𝐞, 𝐧𝐨𝐭 𝐣𝐮𝐬𝐭 𝐜𝐮𝐭 𝐜𝐨𝐬𝐭. Carol talked about AI taking away the toil so teams have time for creativity and innovation. Brad sees a comeback of the generalist, with smaller teams getting more done. My takeaway is that none of this comes from plugging in a tool. Digital twins, agent governance, secure data, cyber defenses and redesigned processes all have to be engineered around your specific business, data and risks. That's the work we do with clients every day at EPAM Systems. AI may accelerate the work, but resilience still has to be engineered. So here's my question: is your organization still building plans, or has it started building scenarios? And who owns AI governance on your team? Let me know in the comments. #EPAMai #AInative #LLMs #Cybersecurity #ResilientEnterprise #WSJ
Experience & Education
Licenses & Certifications
Volunteer Experience
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Command Family Ombudsman
US Navy
- 4 years 3 months
Social Services
The Ombudsman is a volunteer liaison between the Commanding Officer and families of service members. Focused on the unique needs of Navy Reserve Special Warfare families located remotely from their Command. Recognized with a Navy Meritorious Public Service Award Medal and Department of Defense Reserve Family Readiness Award.
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US Paralympics - Warrior Games
International Paralympic Committee
- 1 month
i18n_veterans
The Warrior Games, presented by Deloitte, were held at the US Olympic Complex in Colorado Springs for wounded, ill and injured service members and veterans from the Army, Marine Corps, Navy/Coast Guard, Air Force and Special Operations.
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Ambassador
Navy SEAL Foundation
- 8 years
i18n_veterans
The Navy SEAL Foundation provides immediate and ongoing support and assistance to the Naval Special Warfare Community and its families. Its comprehensive programs are designed to improve health and welfare, build and enhance resiliency, empower and educate the families, and provide critical support during times of illness, injury and loss.
Languages
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English
Native or bilingual proficiency
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French
Professional working proficiency
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Spanish
Limited working proficiency
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