Enterprise Product Repositioning & GTM Execution
Financial control and visibility for complex media content spend
Company
invenioLSI
Enterprise IT consulting firm with proprietary enterprise products. Now operating as separate entities following a de-merger.
Product
invenioLSI Content Financials
SAP-native enterprise financial management solution
Role
Marketing Manager
Product & Digital
Audience
Senior finance & IT leaders
Enterprise music and media companies
Timeline
2023–2025
Multi-phase GTM ownership
Ongoing product repositioning and enterprise GTM execution, with distinct campaigns across the period.
Context & Problem
The visibility gap in content spend
Media enterprises manage complex, long-running content investments across productions, territories, and partners. Finance leaders lacked a unified view of where money was committed and how costs mapped across the full content lifecycle. Without it, assessing budget accuracy, cash-flow risk, and performance-to-plan was difficult, especially across multi-entity, multi-territory environments.
Buyer Challenges
Fragmented financial data across productions and territories limited real-time visibility into committed vs. actual spend, reducing confidence in executive decision-making.
Manual reporting workflows and reactive forecasting slowed planning cycles and caused delays in financial close and analysis.
Difficulty enforcing budget control without disrupting production workflows created friction between finance governance and creative teams.
Positioning & GTM Challenges
Messaging leaned too heavily on technical feature details and SAP terminology rather than business outcomes, making product value unclear to Finance and IT buyers.
An upcoming public cloud transition and alignment with SAP's evolving cloud strategy required clearer positioning for Content Financials within the SAP ecosystem.
The audience spanned both existing SAP customers and organizations new to the SAP ecosystem, making it difficult to deliver messaging that resonated equally with both groups.
The Sales team carried the burden of translating technical capabilities into business value during early conversations.
Industry-wide financial pressure across Media & Entertainment made customer acquisition harder and threatened existing customer relationships.
Objective
Reposition for the media enterprise buyer
Reposition Content Financials as a financial control and visibility solution for media organizations by clarifying business outcomes, target buyers, and differentiation. Support adoption, retention, and pipeline growth as part of a broader SAP-aligned GTM motion.
Approach
A PMM-led repositioning grounded in field insights
I led the product repositioning and GTM rebuild, partnering closely with Sales, Presales, Delivery, leadership, and external partners to ensure the positioning aligned with the evolving roadmap and upcoming releases tied to the cloud migration.
The work was grounded in sales conversations and field insights across regions to ensure it held up in enterprise buying scenarios. Working closely with Media & Entertainment subject-matter experts helped validate messaging priorities and ensure they reflected how finance leaders in the industry actually evaluate risk, forecasting, and budget control.
Shifting from "what the system does" to "how finance leaders stay in control of content production spend."
Strategy & Execution
Building the repositioning into the GTM motion
Positioning Decisions
Differentiate through media-specific financial control
Competitive analysis showed other ERP solutions competing on feature breadth. Positioning focused instead on media-specific financial control, a category broader ERP solutions could not credibly own.
Create separate entry points for SAP and non-SAP buyers
Sales conversations revealed two distinct audience challenges: existing SAP customers struggled to understand where Content Financials fit within their ecosystem, while non-SAP buyers often viewed SAP as complex and costly. Positioning was restructured to create separate entry points for each audience segment.
Unique Value Proposition
invenioLSI Content Financials is a financial control layer for media organizations, built on SAP. It helps finance leaders track committed vs. actual spend, forecast accurately, and manage budgets with confidence across complex, multi-production environments.
Primary Buyers
Senior finance and IT leaders
CFOs, CIOs, Finance Systems Directors, and Production Finance & Operations leaders
BY SAP FAMILIARITY
Existing SAP customers
Positioning emphasized seamless integration and a low-lift addition to existing infrastructure.
Buyers new to SAP
Positioning led with Content Financials as a media-specific solution backed by SAP's enterprise credibility, without requiring adoption of the broader platform.
BUYER PERSONA EXAMPLE
Representative persona from a broader buyer persona deck.
Media Production Paul
CFO at a Media Production Studio
Messaging Pillars
Messaging focused on clarifying outcomes finance leaders care about when evaluating risk and long-term financial architecture.
Confident decisions, backed by real-time financial visibility
Know exactly where content spend stands across every production, territory, and partner, enabling faster, more informed financial decisions without waiting on fragmented reports.
End-to-end control across the content lifecycle
From deal memo to amortization, one integrated system reduces manual effort, redundancies, and total cost of ownership, giving finance and IT leaders the full picture to manage costs and protect margins across every stage of content production.
GTM Channels
Channels worked together to build awareness with target buyers and reinforce credibility throughout the enterprise buying process.
Owned content
- Product and solution web pages
- Blog content
- SEO and content mapping
Direct & sales-supported
- Email campaigns
- Sales-supported outreach
- LinkedIn (organic and paid)
- Industry events and timed follow-up content
Partner-led
- Co-marketing with SAP and integration partners
- Partner webinars and events
- SAP Store page
Core Assets & Enablement
Enablement approach
I developed content to support demand generation, customer proof, and enterprise buying conversations. I aligned assets to key GTM initiatives and provided clear guidance to help Sales identify the right content, messaging, and proof points for each opportunity.
Key examples
Disney Star case study
Enterprise customer proof demonstrating ROI and multi-territory implementation success, created to strengthen the client relationship and support retention conversations alongside new business pipeline.
Supporting assets
Content Financials white paper
Educational asset on tracking and controlling complex content production spend. Used across demand generation, sales nurture, direct sales conversations, and partner enablement.
SAP co-sell video: Content Financials overview
Customer education content positioning Content Financials for Media & Entertainment organizations and clarifying its role within the SAP ecosystem. Co-produced with SAP and used in co-selling and partner GTM.
Supporting asset
Integration press release & 2-pager
Overviews of combined solution benefits for joint selling opportunities with partner RSG Media.
Partner webinar campaigns
Multi-channel webinar campaigns developed with SAP and RSG Media to drive registrations, reinforce strategic positioning, and extend impact through post-webinar repurposed content.
Representative examples from a broader campaign ecosystem.
Additional webinar assets
Industry thought leadership
Content created to address production finance challenges and reinforce credibility with target buyers.
Impact
Outcomes that moved the business forward
Pipeline impact
$3M–$12M
Active pipeline from targeted new business conversations.
Audience engagement
19%
Lift in webinar engagement among executive buyers.
Customer retention
Strengthened retention with major media customers, including:
Sales confidence
Equipped Sales with clearer, more confident positioning in early-stage enterprise conversations.
Internal alignment
Improved internal alignment across Presales, Sales, and Delivery teams.
Measurement
Built HubSpot reporting infrastructure to establish pipeline visibility and attribution accuracy.
Learnings
What this work reinforced
Outcome-led messaging reduces friction in enterprise sales conversations
Shifting from feature depth to buyer outcomes made early conversations more focused and gave Sales a clearer way to articulate value. Looking ahead, I'd build in more direct pressure-testing with Sales early in the process to keep refining it.
Enterprise customer advocacy takes longer than expected
Approval processes involved multiple stakeholders, legal reviews, and cross-regional coordination, making clear timelines and expectation-setting critical from the start. Building that complexity directly into the GTM plan would have made it easier to navigate.
Emotional resonance is the next layer
Outcome-led messaging improved clarity, but finance leaders want more than control over content spend. They want to feel like strategic leaders. Identity-driven messaging would have sharpened the story.
More structured validation would have strengthened the work
Cross-functional feedback from Sales and Presales was valuable, but it reflects the seller's perspective, not the buyer's. Supplementing it with more customer interviews and systematic call monitoring would have given the positioning a stronger foundation.