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Brian
Park
Head of Product Marketing
Candid
Marketing was an accident. Becoming a nurse was not my plan. My dream was always to be a scientist and writer. Life would be performing genetics research and publishing popular books on how science affects our everyday lives. It was an appropriate dream, given my Biology degree and all the time I spent writing as a hobby. Not many people like writing book reports or doing them for fun! Suddenly, I needed a job that paid well--and fast. So, I dropped out of graduate school to apply for nursing scholarships. Flash forward, and I graduated from Georgetown University as a nurse. That job got me through one of the most challenging times in my life, but it was not for me. So, I worked on building a compression garment company that was successfully funded on Kickstarter.com and quickly grew to $1M+ in annual revenue. No one knew it then, but I had just undergone intense marketing training. Nothing gets you learning faster than the risk of losing all your savings! After selling my company, I led marketing teams at medical distributors, device manufacturers, and retail healthcare organizations. These experiences gave me a wide-ranging background and unique perspective, allowing me to approach business problems as a customer-obsessed clinician, fast-moving entrepreneur, and strategic marketing leader.
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18 November 2026 10:15 - 11:00
Panel: Where does PMM stop and GTM begin?
Ask ten GTM leaders who owns pipeline narrative and you'll get ten different answers. Ask who owns competitive positioning, launch strategy, or sales enablement and the lines get even blurrier. As AI reshapes how go-to-market teams operate, the question of where PMM stops and GTM begins is becoming impossible to ignore. This panel brings together PMM, product, sales, and CS leaders to have the conversation most orgs are avoiding. What should PMM own outright? Where should it show up as a partner rather than the driver? And which parts of the GTM motion should AI be handling so nobody has to fight over them at all? Expect disagreement. Expect honesty. Leave with a clearer picture of where PMM sits in a modern GTM org, and how to make that case internally.