Hi, I'm Kamden.

Following a $100M acquisition of a cyber-physical security company, I was tasked with defining and implementing the pricing strategy for the first hardware-as-a-service offering at Axonius.

Spanning two quarters, this project covered how we transitioned Cynerio's install base into our platform, procured and provisioned network collectors through channel partners, monetized those collectors via a HWaaS model, and delivered value-based pricing aligned to the economic and operational outcomes customers receive - while recovering costs in a timely manner.

I ran the financial models, interviewed design partners, and conducted deep competitive research to inform the strategy work that allowed us to successfully launch Axonius Cyber-Physical Assets.

Great products don't sell themselves on features alone. When I joined Axonius, the platform was technically excellent but the story we told leaned on capabilities, not outcomes. Buyers heard what it did, but not why it mattered to their bottom line.

In my first 30 days, I refined that story from the ground up. I dug into customer stories, hundreds of sales call transcripts, customer success data, commissioned research, and first-party surveys using tools like Claude Cowork and Notebook LLM to find the through-line across tens of thousands of data points.

What emerged was a clear picture of the problems customers faced, what finally moved them to act, and the economic and operational benefits they unlocked afterward. That insight became messaging built on value-first language and gave our champions a real case to bring to their economic buyers.

One of my core early deliverables at Axonius was a suite of business value assessment tools to help sellers quantify our product's impact for specific customers. I leveraged customer success data from Planhat, findings from our commissioned Forrester TEI report, and first-party survey data to build an interactive assessment tool for building an ROI case.

Using Claude, I created an internally hosted HTML experience that walks pre-sales and customers through targeted questions like time spent on key tasks, frequency of pain points, and asset counts to generate customized ROI reports that arm champions and accelerate deal cycles. In several cases, this shortened proof-of-value timelines and reduced closed-lost rates on late-stage deals.

While at Cisco, I launched a first-of-its-kind PLG offering. Workflows is an API-based automation tool that simplifies task management across multiple management controllers. When this started, it didn't exist. It was just an idea.

This was a true zero-to-one launch. No line extension, no feature added onto something proven. I had to validate the problem by actually talking to customers, rework the positioning until something finally clicked, build a content foundation from nothing, and then bring it all to market on a global stage.

Being a PLG product, Workflows didn't get the corporate marketing muscle our flagship lines did, so I had to get scrappy. I grew it through alternative channels and built an email list of over 5,000 subscribers to keep people in the loop and engaged. By the time I moved off the product, that early idea had turned into a GA product with more than 1,000 users, adopted by some of the largest companies in the world.

One of the most formative aspects of my time at Cisco was operating within an incredibly large and complex go-to-market engine. Success wasn't just about having the right message, it was about ensuring that thousands of customer-facing stakeholders could understand it, believe it, and confidently bring it to market.

This landscape helped me build a few strong muscles. The first was public speaking and presentation skills. At one point I did eleven internal webinars for a single launch. There was never any shortage of people to talk to or trainings to conduct. The second skill was mastering the audience. By building mindfulness about the unique needs of the audience, I learned how to translate messaging across markets, account for region-specific competitive dynamics, and fine tune the story I told to distributors, integrators, technical sellers, account teams, business development reps, and more.

At Cisco, hardware was the foundation of the business, but the greatest growth opportunities existed beyond the initial sale. Every switch we sold served as an entry point into a broader portfolio of software, security, management, and infrastructure solutions.

As the organization shifted toward platform marketing, I led an initiative to map the full ecosystem of cross-sell and upsell opportunities connected to our hardware portfolio. I partnered with sales and product teams to identify logical expansion paths, built prospecting frameworks that helped sellers uncover whitespace within existing accounts, and developed enablement tools that increased confidence in positioning adjacent solutions.

A network switch, for example, became the anchor for a broader platform conversation spanning network management, access control, assurance, physical security, building intelligence, and wireless infrastructure. I built the positioning guides, expansion frameworks, and seller tools that helped account teams identify the highest-value next step for each customer, creating a repeatable motion that increased cross-sell opportunities, expanded contract value, and shifted the conversation from individual products to long-term platform adoption.