Barbra Gago
Chief Marketing and Strategy Officer, Lattice. On 1 show, 1 appearance. The Shows tab opens the full record on each.
executivefounderoperator@barbragago ↗LinkedIn ↗pando.com ↗
Barbra Gago is a B2B tech executive who served as Chief Marketing Officer at Miro and VP of Marketing at Greenhouse Software. In 2020, she founded the career progression platform Pando, which was acquired by HR software platform Lattice in August 2026.
1shows
1appearances
16statements
1resolved
1supported
0contradicted
100%fully supported
Everything Barbra Gago said on any show that made the record, most notable first. Each card names its show and opens the statement there.
Elevating the perceived value of an existing category can beat creating one
“Instead of spending the time and money to build a new category, we were going to spend the time and money to elevate the value of this category. So rather than changing the category to something else, which we could value at whatever it was, We were just going…”
Corporate pay gaps stem from broken promotion systems, not just compensation decisions
“The reason that companies have to go and Look at compensation data and fix pay gaps is because they have systemic problems with how people are promoted and progressed in the organization. So they're recruited in a certain way, they may or may not be developed,…”
A market category is not officially real until competitors enter it
“You're not building a category until there is competition. Like it's not officially actually a category until there's more companies that do that. And that was like a big learning for me in this whole process of category creation is that it's actually okay whe…”
Greenhouse abandoned category creation due to fixed applicant tracking system budgets
“Ultimately, at the end of the day, like, the budget that customers had and the way that customers talked about what we did, no matter what we called it, was applicant tracking. So it didn't really make sense to continue to go against the grain of, no, we're go…”
Startups can sell into existing categories while gradually building new ones
“If you're building a category as well, you can sometimes be selling into a category while you're still building. The appetite for a different category, which is kind of a nuance, which is all about, like, where's the budget and how do customers describe their …”
B2B category creators must build relationships with directory sites and industry analysts
“And then the other piece is really those directory sites, which the analysts like Gartner and Forrester and all these guys, at least in B to B and enterprise, they really shape for customers what the categories are and you need to build relationships with them…”
Category creators must educate enterprise buyers to allocate entirely new budget lines
“When you're generating a new category, you're also needing to educate buyers that there is a category that they can now budget for and why they should allocate budget for that.”
Pando targets established performance management budgets while building a new progression category
“We're still gonna rank ourselves in directory sites, for example, or categorize ourselves as performance management and talk about performance management and sell to companies that are looking for performance management. But ultimately we want to shift everybo…”
Startups should execute corporate rebrands immediately after finding product-market fit
“I think at some point it's common for companies to do a rebrand, like once they go into scale mode before you have too many people and before you invest too much, obviously in building that brand. So I think the sooner the better, like rebrand before I even jo…”
Group drafting of company value definitions is unproductive and should be avoided
“Ultimately, coming up with the definitions is not really something you can do as a group because it's just not very productive. It's better if somebody who knows how to write well can come up with the first stab of the sentences, if it's operating principles, …”
Miro coined 'visual collaboration' to unify disparate enterprise use cases
“Visual collaboration was our way of kind of like putting a nice bow around this thing that could then be an enterprise product that solved a lot of different problems for a lot of different use cases and different types of users.”
Miro had to lobby G2 Crowd to establish the visual collaboration category
“So with the visual collaboration, for example, We weren't ranking. We weren't categorized in visual collaboration on G two crowd. And we had to meet with them and explain what it was and talk to them about the differentiation of this category versus other cate…”
RealtimeBoard had one million users and minimal revenue before the Miro rebrand
“At that time. I think we're a million users, maybe like a couple million in revenue. So it was very early days.”
Miro executed its complete corporate renaming and public launch in five months
“I think we kicked off the naming process in the end of October and we launched publicly at South by Southwest with a fully three-dimensional booth in March.”
Miro secured the Miro.com domain just 48 hours before its public launch
“We got our domain name changed to Miro.com. I think it was like, 48 hours before the event. Like all the material had been printed with the new URL. Like we had to just make a leap of faith.”
Asking candidates for their top ten accomplishments reveals their fundamental core values
“Everybody hates it, but I like asking like what someone's top 10 accomplishments are. They hate it because it's like, oh God, ugh. But it's really interesting to understand the level of quantitative versus qualitative in their accomplishments, like what they v…”
One line per show, most statements first. The link opens Barbra's full record on that show: the calibration, argument clarity, speaking style and every statement made there.
| Show | Role there | Eps | Statements | Record | |
|---|---|---|---|---|---|
 LENNY'S PODCASTLEDGER | Chief Marketing and Strategy Officer, Lattice | 1 | 16 | 100% 1/1 | full record on Lenny's Podcast → |