The Front Lines
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Ksenija Rohrkamp.
Director of Marketing · Buynomics
Ksenija Rohrkamp is a B2B SaaS marketing leader with over a decade of experience driving global growth for digital solutions across SaaS, eCommerce, and platform businesses. She specializes in building and scaling marketing functions that align strategy with revenue impact. As Director of Marketing at Buynomics, the leading AI platform for Revenue Growth Management (RGM), Ksenija has evolved a strong inbound foundation into a scalable, multi-channel growth engine. She has built a high-performing marketing team and expanded the company's scope across brand, product marketing, content, and events—helping position Buynomics as the category creator in RGM.
Guest
Ksenija Rohrkamp
Director of Marketing
Company:
Buynomics
Location:
Barcelona, Catalonia, Spain
Funding:
$46.1M Raised
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In this episode of The Marketing Front Lines, we speak with Ksenija Rohrkamp, Director of Marketing at Buynomics. Ksenija is on her third category creation journey in B2B SaaS, currently leading marketing for revenue growth management (RGM) software targeting enterprise CPG companies like Unilever, Nestlé, and Coca-Cola. With experience spanning data protection software during GDPR's emergence, construction tech, and now RGM, she brings hard-won insights about the structural differences between category creation and demand capture marketing—and why most founders would avoid category creation if they could.

Topics Discussed:

Seven takeaways from this conversation.

Actionable for Sales & Marketing Tech Builders marketers

  1. Hire Product Marketing First in Category Creation
    In early-stage category creation, product marketing should be among your first hires, not an afterthought. The foundational work of positioning, voice of customer research, sales enablement, and bridging product with GTM becomes critical when you're educating a market that doesn't yet understand your solution exists. This differs markedly from established categories where demand gen can lead.
  2. Structure Your Team Around the Category Creation Funnel
    The ideal team architecture for category creation differs fundamentally from demand capture. Build around four pillars: product marketing as foundation, content for thought leadership and education, design and brand to support content quality, and growth as the engine using content as fuel. Add events and community as a fifth pillar for niche, underserved audiences who crave connection.
  3. Transform Customers Into Category Ambassadors
    While founder thought leadership provides initial credibility, peers trust practitioners more than consultants or executives. Double down on customer ambassador programs—feature RGM leaders from recognizable brands in webinars, create opportunities for peer learning at flagship events, and build content around their real-world implementations. In category creation, people need to know not just what you do, but who's aligned with you.
  4. Balance Long-Term Category Building With Short-Term Pipeline
    Category creation doesn't excuse missing pipeline targets. Run parallel tracks: invest in long-term plays like analyst relations, flagship events (planned 6+ months out), and brand ambassador development while simultaneously driving a demand generation engine through content advertising on LinkedIn and qualified lead delivery to BDRs. As long as top-of-funnel pipeline targets are hit, boards remain patient with longer-term category investments.
  5. Expect Continuous Repositioning Based on Customer Language
    Category creation requires constant testing of what resonates. Customers often describe your product completely differently than founders envision—and that customer language unlocks new growth opportunities. Rather than fighting to educate the market on your preferred terminology, adapt to the language customers naturally use, even if it means pivoting from your original positioning.
  6. Build Events as Category-Defining Moments
    When creating flagship events for a new category, every decision leaves an impression about what this category represents. Move beyond standard conference formats toward elevated experiences that signal this is something different and important. Feature complete lineups of recognizable brand practitioners rather than vendor panels, and design the experience to match the sophistication level you want associated with the category.
  7. Understand AI Positioning's Diminishing Returns
    Simply adding "AI-powered" to software names generates skepticism rather than trust, particularly as buyers face black box concerns and board-level explainability requirements. Take time to understand the actual AI shift in your specific market, differentiate your AI features from competitors' claims, and reposition based on genuine technical advantages rather than buzzword adoption. The market moves too fast for generic AI positioning to sustain differentiation.

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