Turning Roadmap Confusion into MURAL’s Biggest Deal of the Year

This case study was created from an episode of the Product Marketing Adventure Podcast. It has been adapted into Dusted's case study format to preserve and showcase the guest's real-world experience. Written to preserve the voice of the true author, Jeremy Moskowitz.

I joined MURAL as VP of Product Marketing in January 2026, during a broader company transformation. The organization was rebuilding its marketing team after a period of rapid growth during the remote-work boom and a subsequent software-market correction. Product marketing had significant demand across the business but limited capacity: two PMMs were already in place, and I needed to hire two more.

I initially expected to focus on familiar priorities—reframing the messaging, restructuring the website, launching persona-specific campaigns, and developing a new first-call deck ahead of sales kickoff. Fortunately, one of the existing PMMs had already built a strong feature-release process, which gave me room to look for the highest-impact problem rather than simply execute a standard playbook.

At sales kickoff, reps began approaching me with urgent customer and competitive-deal questions. They needed reliable answers about MURAL’s AI innovation, upcoming features, and product roadmap. I discovered that the roadmap existed across multiple locations rather than as one centralized, customer-ready narrative.

Salespeople were going directly to product managers for roadmap requests, creating confusion, interruptions, and last-minute scrambles. We also lacked concise objection-handling guidance for competitive deals. In some cases, we risked entering customer meetings without a consistent or properly validated roadmap story.

The immediate problem looked like a request for a few slides, but it was connected to a larger revenue challenge: helping sales build confidence with decision-makers and progress strategic deals.

I started by listening rather than immediately applying my usual messaging playbook. I reviewed existing messaging, listened to call recordings, spoke with sales and product stakeholders, and used our Slackbot integration with the conversation-intelligence tool to query call data more efficiently.

I first hacked together a validated roadmap for an active deal, working with our AI PMM to confirm which roadmap items were approved, outdated, or missing. We brought in the chief product officer for a decision-maker meeting, and that initial effort contributed to winning MURAL’s biggest deal of the year at that point within two months.

Within roughly seven to ten days, our CEO asked me to create a thematic roadmap for a European customer roadshow. I partnered with the chief product officer to organize the year’s innovation plan into a single slide showing our investment themes, strategy, and a light timeline. I extended the deck with feature-level slides aligned to those themes, creating a complete roadmap narrative that the CEO could take to customers.

We iterated the story in real time based on customer reactions. When the CEO reported that some themes resonated more strongly than others, we adjusted the language and structure. We then connected the roadmap to the CEO’s vision talk track and fed the strongest elements into a new first-call narrative.

To scale the work, I previewed the material with sales leaders before enabling the broader field. Their feedback helped us refine the talk track, identify guardrails, and focus the training on discovery—not just feature details. The roadmap became a way for reps to structure conversations around different personas and levels of buyer interest.

We used call recordings and a Slackbot integration with our conversation-intelligence tool to research customer and sales conversations. The core deliverables were a thematic roadmap, feature-level roadmap slides, a CEO vision talk track, and an updated first-call deck.

I partnered closely with the chief product officer, CEO, AI product marketer, sales leaders, sales engineers, account managers, customer success managers, and account executives. We tailored enablement to each field role: technical depth for sales engineers, customer-facing guidance for CSMs and account managers, and new-business applications for AEs.

We enabled the field on the roadmap in May 2026, only a few months after I joined MURAL. The roadmap helped win MURAL’s biggest deal of the year at that point, and the approach created a flywheel across the CEO vision, roadmap narrative, first-call deck, and field enablement.

As the roadmap and vision evolved, my team shipped a significantly stronger version of the first-call deck—described internally as ten times better than the initial version—and reps began using the same talk track in sales calls and at events.

The work also increased my visibility and credibility with the executive team. When MURAL’s CMO later left the business, the CEO asked me to step into a broader VP of Marketing role. The early win demonstrated that product marketing could identify an urgent, revenue-connected problem, solve it pragmatically, and scale the solution across the organization.