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The Product Marketing Insider

Digital transformation in product marketing | Kirsten Jepson, Director of Product Marketing at TELUS International

29 min episode · 2 min read
·
Kirsten Jepson

Episode

29 min

Read time

2 min

Topics

Relationships, Investing, Fundraising & VC

AI-Generated Summary

Key Takeaways

  • Cross-functional content production: Structure content creation as a multi-team workflow rather than a solo effort. For case studies, assemble product marketing, account management, marketing, and external writers on a single call, build a repeatable framework, and assign each team a defined role — product marketing extracts insight, marketing handles visual consistency, account managers supply client data.
  • Buyer journey mapping: Treat the modern B2B buyer journey as a non-linear "starburst" rather than a funnel. Buyers conduct extensive self-serve research before engaging sales, so product marketers must integrate website, email, and social interaction data simultaneously to understand where and how prospects engage — not assume a sequential path through channels.
  • Digital tool evaluation: Audit the full suite of available sales and marketing tools before committing budget. Video demo tools, for example, allow teams to track individual prospect engagement — including who viewed content, for how long, and within which company — providing granular data that informs follow-up strategy and pipeline prioritization far beyond standard email open rates.
  • Stakeholder buy-in for transformation: Build a formal business case before requesting budget for any digital transformation initiative. If the proposal fails in the current budget cycle, preserve and resubmit it when timing and budget conditions align. Jepson notes that multiple previously rejected initiatives at TELUS International were later approved once organizational readiness caught up with the proposal.
  • Build vs. buy decision: Large B2B organizations should default to evaluating partners before committing engineering resources to building proprietary solutions. As digital transformation accelerates, the partner ecosystem expands faster than internal teams can build, making a structured buy-versus-build assessment a foundational step in any product development or digital capability roadmap.

What It Covers

Kirsten Jepson, Director of Product Marketing at TELUS International, covers how digital transformation reshapes product marketing strategy, including cross-functional collaboration frameworks, AI adoption, stakeholder buy-in, and tool selection. She draws on five years building TELUS International's product marketing practice from the ground up through its IPO.

Key Questions Answered

  • Cross-functional content production: Structure content creation as a multi-team workflow rather than a solo effort. For case studies, assemble product marketing, account management, marketing, and external writers on a single call, build a repeatable framework, and assign each team a defined role — product marketing extracts insight, marketing handles visual consistency, account managers supply client data.
  • Buyer journey mapping: Treat the modern B2B buyer journey as a non-linear "starburst" rather than a funnel. Buyers conduct extensive self-serve research before engaging sales, so product marketers must integrate website, email, and social interaction data simultaneously to understand where and how prospects engage — not assume a sequential path through channels.
  • Digital tool evaluation: Audit the full suite of available sales and marketing tools before committing budget. Video demo tools, for example, allow teams to track individual prospect engagement — including who viewed content, for how long, and within which company — providing granular data that informs follow-up strategy and pipeline prioritization far beyond standard email open rates.
  • Stakeholder buy-in for transformation: Build a formal business case before requesting budget for any digital transformation initiative. If the proposal fails in the current budget cycle, preserve and resubmit it when timing and budget conditions align. Jepson notes that multiple previously rejected initiatives at TELUS International were later approved once organizational readiness caught up with the proposal.
  • Build vs. buy decision: Large B2B organizations should default to evaluating partners before committing engineering resources to building proprietary solutions. As digital transformation accelerates, the partner ecosystem expands faster than internal teams can build, making a structured buy-versus-build assessment a foundational step in any product development or digital capability roadmap.

Notable Moment

Jepson reframes AI adoption by pointing out that most people already use AI daily without recognizing it — through search engines, streaming recommendations, and voice assistants. She argues the "humans in the loop" training AI systems will remain permanently necessary, making human oversight a career-stable function rather than a role at risk.

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Episode Transcript

Hi, everyone, and welcome to the latest episode of the Product Marketing Insider podcast. My name is Lawrence Chapman, and I'm a senior copywriter here at the Product Marketing Alliance. Are you wondering how to align the product marketing function at your organization? Do your internal teams have little or no understanding of what product marketing is and the benefits you bring to the fore? Are you sick of being misunderstood? Well, product marketing's brand new book, misunderstood, features firsthand knowledge, techniques, and case studies to help you demystify product marketing, elevate the function, and gain the recognition you and your fellow product marketers deserve. Learn how to effectively communicate the value you bring to key processes such as positioning, personas, segmentation, and LKRs, and gain its supplementary intel from the likes of g two, Intercom, and Adobe. Misunderstood is packed with key takeaways that will propel the value of your role and the overall importance of the product marketing function, and it isn't to be missed. Get your copy at pmmalliance.co/misunderstood. Today, I'm thrilled to be joined by Kirsten Jeppson, director of product marketing at TELUS International. Digital transformation is more than a catchy phrase to Kirsten, and she lives it every day in her current role. She's currently leading a high performing global team of domain experts that covers product marketing for a full suite of digital customer experience products, services, and solutions. These include artificial intelligence solutions like RPA and conversational bots, proprietary solutions like intelligent insights to power digital coworkers, trust and safety and content moderation, CSaaS, cloud, and emerging AI data annotation solutions. Previously, she's covered credit card platforms and other fintech solutions. Thanks so much for joining me, Kirsten. Hi. Thanks. Great to be here. So just to start, can you give us an insight into your current role at TELUS International, please? Sure. So I joined TELUS International about five years ago, to build the product marketing practice. So over the course of the past five years, I've worked across our sales team, our marketing team, and, of course, our product team to create, a practice that allows us to improve our messaging and all the great things that product marketers do for an organization. And it's been a it's been a fantastic experience, and I think, you know, it's really lended. Product marketing here at TI has really, proven its value and that, you know, we've had a successful IPO. We've been able to improve the way that we're viewed by analysts. We've gotten lots and lots of awards from that perspective. So, I think it's a great example of how product marketing, improves an organization's, go to market. Fantastic. And what is it that made you want to become a product marketer in the first place? Yeah. So I've had a really interesting background in that I actually started in product development, moved into product management, and then ended up in product marketing. It's not necessarily an uncommon path, but the …

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