Strategy
Treat the event as one product-marketing experience instead of a collection of disconnected sessions, meetings, and booth moments.
AWS re:Invent / Event programming and product narrative
Directing the product story at re:Invent.
I led the product-marketing direction for sessions, customer speakers, partner involvement, booth planning, and messaging across two re:Invent cycles.
01 / CONTEXT
The customer problem.
A major event has many customer touchpoints, but the product story needs to stay coherent from session selection through booth messaging, customer proof, and partner participation.
02 / OWNERSHIP
My contribution.
I led programming and product-marketing direction for my portfolio at AWS re:Invent. I selected session topics and customer speakers, shaped how partners participated, led booth-planning inputs, and planned and reviewed the messaging used throughout the sessions and booth experience.
- Session strategy, topics, and content direction
- Customer-speaker selection and preparation
- Partner-involvement planning
- Booth narrative, planning inputs, and message review
03 / PROJECT APPROACH
Strategy, execution, and results.
Execution
I mapped the story across sessions, speakers, partners, booth content, and stakeholder reviews—then kept decisions, dependencies, and message approval moving across teams.
Results
Across two re:Invent cycles, the resulting programming brought product priorities into customer sessions, partner activity, booth planning, and executive and customer meetings. Detailed event metrics are confidential.
03 / PUBLIC WORK
Explore the work.
The work combined program management with product-marketing judgment: deciding which stories belonged on the agenda, whose experience could prove the value, and how every event surface should reinforce the same narrative.
Event-program details, audience figures, and performance results are confidential.