Ittai Shaked

Most companies with a hard technical product have the same gap. The thing works, and nobody outside the building can tell you why it matters. Positioning fixes half of that. The other half is everything that carries the positioning into the world, and that is usually where it falls apart, because it gets handed to someone who was not in the room when the argument was made.

I do both. I write the narrative, then I build the identity, the site, the film, and the campaign that prove it. Nothing gets translated on the way out.

AI-native is the production method here. Imagery, film, interfaces, and iteration all happen in-house, at a pace that used to need a studio. That is why one operator can hold a scope that used to be split across a brand agency, a content team, and a product marketer.

The practice has run independently since 2022. The brand and campaign engagements from those years are under Freelance; this page is what the work is now.

Under itturae I generate, grade, and sequence a working body of my own imagery. It is the R&D behind the production side, and most of what I know about directing generative models came out of it.

Enter itturae

The company was known for one thing in one industry. The product was already more general than the story, and the story was holding it inside a category that capped it. I redefined the ICP, rewrote the narrative around what the agents actually do, and rebuilt the go-to-market on top of it.

Then I laid the baseline for a function that did not exist yet: content systems, sales collateral, event support, and a visual pipeline that could keep up with a product shipping weekly.

I owned launch communications for the core agent features, including Contact Intelligence and omnichannel memory, and expanded the brand into the space the new positioning opened up.

Imagery, demo videos, and campaign assets, produced at a team's pace by one person, using AI-native workflows end to end.

They had the product and they had the logos on the wall. What they did not have was a brand, a narrative, or a go-to-market engine that connected the two. I joined as the only marketer and owned all three.

The rebrand came first: strategy, identity, design system, and website, run end to end with no agency. It lifted impressions 144%.

Then I defined the go-to-market narrative for Glo, their AI procurement co-pilot. Explaining what it did was the easy half. The work was making an autonomous agent feel trustworthy to a Fortune 500 buyer whose job depends on nothing going wrong.

Everything after that extended the same system instead of restating it. Ten-plus launches, each with a GTM brief grounded in real buyer pain.

ChatWeb3 answered developer questions against Web3 documentation. The Alchemy ChatGPT plugin put natural language on top of on-chain data. Both were genuinely useful and both landed in a community that had spent a year deciding AI was the other team's hype cycle.

So the launch skipped the argument about AI entirely and showed two specific jobs getting done faster, in the developer's own words.

I owned positioning, messaging, and the launch across web, email, in-product, and social, and ran co-marketing with major chain partners so the announcement arrived from more than one direction.

Eighty-plus social and sales assets, a well-performing launch thread, and a community response that converted.

Student debt gets sold as a math problem. What it costs people is the years they were supposed to be spending on something else. Keep the memories. Ditch the debt. was built on that, and it is why the spot works.

It won an award and it drove our early traction, which for a pre-revenue fintech was the entire point.

Underneath it was a real product: change roundups, debt visualization, and deep integrations with loan providers and banks, shipped on mobile and web by a cross-functional team of ten-plus.

After funding in late 2020 the company grew to eighteen people. I ran brand, product vision, and direction across all of it.

The site, still live

Rstor is the reason I can sit in a room with engineers. Sole designer at a Series A infrastructure company means you draw the logo on Monday and lay out the enterprise console on Thursday, and both have to be right.

I owned brand and product design across web, visual identity, investor materials, and the UI itself, including the logo and the 2018 redesign.

I also designed AI-integrated drone schematics running on real-time cloud compute, which was the first time I had to make something genuinely complicated legible to people who were going to write a check for it.

The company raised $45M and was acquired by PacketFabric in 2021.