The CMO who built the engine.

When Scott joined Autotask in 2001 as Director of Marketing, the company was an early-stage software startup competing in the fragmented, underserved market for IT service management and professional services automation — a vertical built on technical expertise but largely unfamiliar with sophisticated demand generation. There was no established playbook, no inbound engine, no defined ICP. Just a product with genuine market fit and a massive, underpenetrated opportunity. That gap was the assignment.

What followed was 16 years of systematic, compounding growth — building the marketing function layer by layer from the ground up. Scott started with the fundamentals: ICP definition, positioning, and brand, then built outward into demand generation, content marketing, events, channel programs, and partner marketing. He built and managed a globally aligned organization spanning North America, EMEA, and APAC, and assembled one of the most comprehensive CRM/ABM/Marketo databases in the MSP category — over 200,000 qualified accounts — creating a structural advantage in targeting and nurture that competitors couldn't easily replicate. The inbound engine he architected consistently generated more than 5,000 qualified inquiries per month, with pipeline contribution and conversion rates that put the program in a category of its own.

The business scaled from approximately $10M to $100M in ARR over the course of Scott's tenure, supported by two rounds of private equity investment. When JMI Equity invested and later when Vista Equity Partners acquired the company in 2014, Scott was recognized as a direct contributor to the company's valuation and exit readiness — bringing the kind of marketing accountability and performance transparency that PE sponsors demand. Vista Equity Partners awarded him their Value Creation Award in both 2016 and 2017 — recognizing Autotask as the portfolio leader in marketing-sourced revenue growth. When Datto Corp acquired Autotask in 2017, Scott had spent 16 years proving that world-class demand generation is possible — and replicable — in a vertical most marketers had overlooked.

CommerceHub presented a fundamentally different kind of challenge. When Scott joined in 2018, the company was already NASDAQ-listed and operating at significant scale — a two-sided B2B commerce network that connected the world's largest retailers with thousands of brands, suppliers, and dropship partners, enabling them to expand their online product assortment without taking on inventory risk. The platform was processing over $30B in gross merchandise value annually, and the client roster included some of the most recognized names in retail and eCommerce. The problem wasn't the product. The problem was that the marketing function hadn't kept pace with the company's scale or the sophistication its enterprise market deserved.

Scott came in to establish that function from the ground up — building strategy, team structure, programs, and processes in direct partnership with the CEO and executive leadership team. He built go-to-market programs targeting enterprise retail, brand, and marketplace segments across North America and the UK, bringing a level of precision and institutional credibility to the marketing effort that elevated how the company showed up in its market. Under Scott's direction, the company's PR program secured consistent Tier 1 coverage across CNBC, Fox News, Bloomberg, the New York Times, the Wall Street Journal, and major trade publications — positioning CommerceHub as the category authority in enterprise commerce enablement at exactly the moment when eCommerce growth was accelerating rapidly.

What made the CommerceHub chapter uniquely demanding was its M&A context. Scott led marketing through not one but two landmark transactions in rapid succession — a $1B acquisition by GTCR and Sycamore Partners in 2018, followed by a $2B take-private investment led by Insight Partners in 2020. Each transaction required Scott to simultaneously maintain commercial marketing momentum, support investor and analyst relations, manage brand positioning through ownership transitions, and keep the enterprise sales pipeline moving without interruption. The discipline required to execute across all of those dimensions at once — in a public company environment — is a capability that directly informs how virtualimage approaches high-stakes B2B marketing engagements today.

Acoustic represented the most complex and wide-ranging marketing leadership challenge of Scott's career — and the most direct predecessor to what virtualimage is built to deliver. Acoustic is a PE-backed enterprise MarTech platform with a multi-product portfolio spanning Acoustic Campaign (one of the world's leading marketing automation and campaign management platforms), Tealeaf (behavioral analytics and customer experience intelligence), and DemandTec by Acoustic (AI-powered retail demand, promotion, and pricing optimization). Competing in one of the most crowded and sophisticated software markets in the world, against well-funded public competitors and well-established legacy players, Acoustic required a marketing organization that could operate across all disciplines simultaneously — at global scale, with full accountability to revenue.

Scott built and led that organization across North America, EMEA, and APAC — spanning brand and creative, product marketing, demand generation, marketing communications, PR and analyst relations, marketing operations, and customer marketing. He rebuilt the function's operational foundation: implementing performance measurement frameworks that connected every dollar of marketing investment directly to pipeline, revenue, and ROI, enabling real-time decision making at the executive and board level. His team consistently generated 50%+ of total ARR pipeline and bookings from marketing programs — exceeding benchmarks for marketing contribution, team efficiency, and lead generation quarter over quarter. PR share of voice and social engagement metrics outperformed those of significantly larger public peer organizations in the MarTech category, a result that reflects both the quality of the messaging and the sophistication of the programs behind it.

The Acoustic chapter is also where Scott's identity as an AI champion took shape. He played a central role in defining Acoustic's AI strategy — not just as a product positioning exercise, but as a genuine operational transformation, integrating AI-native tools across marketing operations, content programs, and campaign execution before most enterprise marketing teams had begun the conversation. That experience — leading AI adoption inside a global enterprise software company, while simultaneously managing the commercial marketing function that had to demonstrate AI's value to enterprise buyers — is the direct foundation for virtualimage's AI-native methodology. The work wasn't theoretical. It was applied, measured, and accountable to outcomes.