Employee Spotlight: Beth Barach, VP of Product Marketing

Q: What sparked your interest in product marketing and how did you find your way into the cybersecurity world specifically?

I have always been interested in technology and began my career in channel marketing which eventually evolved into partner marketing and technology alliance roles. I realized that I was really interested in the joint solutions that were being developed by the product teams I was working with and it led me to pivot to product marketing. The cybersecurity world was a natural evolution. I worked with security software partners during my time as a technology and partner alliance manager for a networking hardware company.

 Q: You’ve led product marketing at major cybersecurity companies. How has that shaped your perspective at Corellium?

I’ve been lucky to participate in countless product launches and lead cross-functional and dedicated product marketing teams. Those experiences taught me valuable lessons, many of which I’m applying here. At Corellium, I'm excited to bring that knowledge and work alongside a technically gifted and supportive group of people.

What’s different is the scale and structure. In larger organizations, you’ve got more people, and product launches tend to be massive operations. There’s a process, structure, and many moving parts—which helped me learn best practices like running a launch meeting, how to timeline a rollout, and frame messaging around the core problem you’re solving. That kind of environment forces you to think deeply about the “so what” and the “now what” of your product: What do we want our prospects and customers to be able to do? What’s the actual outcome we’re aiming for?

At Corellium, we’re a smaller, tighter, more nimble team. We can move faster, but the foundational lessons still apply. It’s just about collapsing them to fit a more agile approach. I love being able to take what I’ve learned from big organizations and use it in a way that’s tailored to a smaller high-impact team.

 Q: Was there a key turning point that shifted your career path?

I think the biggest inflection point was my realization to pivot from channel and technology partner marketing to product marketing. When I was working with different partners helping build relationships as well as create messaging and positioning about joint solutions it made me realize what I really wanted to do. I wanted to be involved in the product development process from the very beginning and help bring products to market.

 Q: You mentioned having an MBA. How did that fit into your journey?

I pursued my MBA, part-time at Babson College in the evenings while working full-time. What drew me to Babson was its focus on entrepreneurship. I’ve always deeply respected people who can build something from nothing. Even though I’ve primarily worked in larger organizations, I see myself as more of an intrapreneur, bringing that same mindset into the companies I serve.

 Q: What brought you to Corellium? What stood out to you most?

Two things: the products and the people. Technologically, what Corellium is doing is incredible. It’s truly leading-edge. But equally important is the culture here. From the start, I was struck by how open and collaborative everyone was. People go out of their way to help, share knowledge, and support each other.

Q: What’s your day-to-day like as vice president of product marketing? Any surprises so far?

There’s no such thing as a typical day, and that’s what I love. Product marketing means different things to different people, and at a company of our size, and that variety is even more pronounced. My time is spent on activities that range from strategic to tactical. One day I am planning out content and product launch strategy and the next day my time is focused on writing thought leadership content, blogs, and case studies. 

One of the most critical aspects of this role, especially in a smaller, agile company like Corellium, is learning how to influence without authority. I’m often working across teams—product, sales, marketing—I lead initiatives and align people around a shared goal. That requires clarity, trust, and a leadership style rooted in collaboration rather than control. It’s a muscle I’ve developed over the years, and one that I think is essential for anyone in product marketing.

Q: What values guide your approach to leadership?

Empathy and active listening. Whether I’m mentoring someone or leading a team, I try to listen to understand, not just respond. That’s the foundation for building trust, leading to better collaboration and results.

Q: Any favorite advice you like to share with early-career marketers?

I always encourage people to ask themselves three questions: What skills do I have? Which ones do I love using? And which ones do I want to develop? Product marketing is broad, and knowing your toolkit is the key to navigating and growing in this space.

Q: What’s something people might not know about you?

My first job was at Multnomah Falls in Oregon, and in many ways, it felt like my first real marketing job, though I didn’t realize it then. I worked as an Interpretive Naturalist, leading hikes, giving talks about the flora and fauna, and educating the public about the area. I also drove a bookmobile stocked with maps and trail guides, helping visitors plan their experiences. 

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