Melinda Babin

I find the real revenue problem fast, then build the fix the team can actually execute.

The problem a company names is rarely the problem it has. A pipeline miss looks like demand gen. Weak conversion looks like sales. Both are usually downstream of an ICP or positioning assumption nobody has tested in two years. Before I recommend anything, I check four things: ICP, tech, skills, people. Then I sequence the fix so early wins fund the harder structural work.

The receipts, briefly: • 15 years leading product marketing at Wolters Kluwer Financial Services: $100M+ annual pipeline, $20M budget, eight acquisition integrations into one portfolio. • Head of Global Marketing at Charles River Development: doubled on-premise to SaaS conversions among top-50 asset managers. • VP Marketing Americas at Vistra: led marketing through the Hg exit of Radius and merger into a $1B+ ARR global compliance platform; 65% pipeline growth post-merger. • First marketing leader at Inspace (B2B SaaS): $35M qualified pipeline from zero, 62% CAC reduction, 45% growth in enterprise deal size.

I work in markets where the buyer is skeptical, the sales cycle is long, and compliance is in the room: fintech, regulated SaaS, financial services infrastructure, compliance tech.