Peep Laja is a B2B marketing creator who writes about buyer research and marketing decisions. Laja's posts also describe Wynter’s market-research work and Spryng, a B2B marketing event by Wynter.
Peep Laja is most useful for research-led B2B content and talks about studying buyers who have not chosen them.
Best for
A B2B buyer-research platform or advisory firm wanting research-led content and a small senior-marketer event session.
Not for
A paid-media agency wanting a sponsored post or promotional video about creative and media.
Key takeaways
76% of 100 surveyed leaders said they research non-customers; only 32% described doing it.
Target buyers were not the main input in 87% of teams' last big marketing decisions.
Spryng is pitched as about 200 attendees, conversation-first, at a brewery in Austin on March 23-24.
Check first: Confirm audience analytics by role, seniority, industry, geography, and recent reach on similar posts.
Main ideas
Teams say they research buyers, but rarely those who haven't bought · Customer interviews are the easy part; internal lore fills the gap · Peer conversation is the reason to attend an event — but it doesn't scale
Peep Laja writes about B2B marketing, buyer research, and how teams make decisions.
In their survey-based posts, they argue that companies often rely on leadership instincts and feedback from existing customers while overlooking buyers who have not chosen them.
They also describe Spryng, a Wynter event designed around peer conversation.
Readers will find practical arguments for asking the wider market—not just current customers—and examples of how they apply that idea to marketing and events.
Peep Laja makes the gap between what teams say and what they do easy to see.
In one post, they report that 76% of 100 surveyed B2B marketing leaders said they research non-customers, but only 32% mentioned doing so when describing their last effort to understand buyers.
In another, they report that target buyers were not the main input in 87% of surveyed teams’ last big marketing decisions.
Their point is not to dismiss customer interviews or sales-call insights, but to show why they cannot stand in for research with people who have not bought.
A separate post turns that principle into an event idea: if useful conference content is available online, the value of attending is the conversations with other people.
A short question about whether paid-media agencies can combine targeting with strong creative invites discussion rather than arguing for a conclusion.
Peep Laja's recurring argument is that B2B marketing teams confuse customer input with market research.
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They interview their own customers and mine sales calls, then make big decisions based on internal opinion instead of asking buyers who have not chosen them.
The claim is backed by two surveys of 100 B2B marketing leaders each, run through Wynter, and by an idea from Eric Reidenbach's 2009 book Listening to the Voice of the Market: talking to existing customers is the easy option; probing non-buyers is the hard one.
Related themes in the posts include peer conversation as the part of events worth traveling for, the idea that expertise has to be demonstrated in public, and an open question about which paid media agencies can do both media and creative well.
Teams say they research buyers, but rarely those who haven't bought
This is the argument Peep Laja returns to most.
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Two surveys of 100 B2B marketing leaders each show a gap between what teams claim about buyer research and what they describe when asked about a specific decision.
The teams are not anti-research: 92% pull insights from sales calls and 85% interview customers.
But 53% research the target market once a year or less, or never.
The conclusion: most of the market sits outside a company's recorded sales calls, so teams are guessing about people who have not chosen them yet.
In one survey, 76% said they research buyers who are not already customers.
But when asked about the last time their team tried to understand what buyers think, only 32% mentioned researching anyone outside the customer base.
In the other survey, 87% said target buyers were not the main input to their last big marketing decision.
One product-marketing leader described it this way: "We asked sales what they think, we argued about our opinions, and no one bothered to ask anyone in our target audience, we defaulted to guessing like we usually do."
Customer interviews are the easy part; internal lore fills the gap
Peep Laja treats Voice of Customer work as valid and worth keeping, and explicitly says so: keep doing it.
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The criticism is about research on non-buyers, which the material presents as the harder and more useful question.
When that research doesn't happen, teams fall back on what the CEO believes, what a representative heard once, and what "everybody knows" — what the posts call internal lore.
The underlying distinction is credited to Eric Reidenbach, whose 2009 book Listening to the Voice of the Market is cited as making the same point.
The posts describe market research as "the flossing of B2B marketing": everybody says they do it, and the dentist knows the truth.
Customers can tell you useful things, the posts argue, but not how to get the rest of the market to buy from you.
In the second survey write-up, a respondent's line, "Most of this was a gut call from leadership," illustrates how decisions are actually made.
Peer conversation is the reason to attend an event — but it doesn't scale
The argument is that every piece of content ends up online, so the only reason to travel to a conference is the people there; hallway side conversations are consistently the most useful part.
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The post presents that reasoning as the origin of Spryng, a B2B marketing event by Wynter built around peer-to-peer learning rather than talks, held somewhere fun rather than a hotel ballroom. The same material names casual conference and trade-show conversations as teams' top way to learn about non-customers, while describing them as useful but unable to scale, impossible to run on demand, and slow and expensive.
The post gives the details directly: Spryng is held at a brewery with a large backyard in Austin, Texas, on March 23-24.
It is described as the fifth annual event, with roughly 200 spots.
Two videographers, Ding and Jake, are credited by first name for the event video.
The event post treats conversation as the highest-value channel; the survey post credits the same channel but calls it a fallback that cannot scale. Ask how the event's emphasis on conversation fits with the survey post's view of its limits.
A short post aimed at consultants argues that they sell expertise, and that others have to see it demonstrated to know it exists.
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The stated problem is how many consultants keep their expertise private and do almost nothing public with it. Four channels are named as the visible baseline: social media presence, content marketing, an email list, and speaking.
The post's own phrasing: "It's baffling to me how many consultants have near-zero social media presence, no content marketing, no email list, dont do speaking."
An open question about agencies that can't do creative
One post observes that many paid media agencies are strong at targeting and campaign management but cannot produce good creative, then asks which agencies can do both — or whether that is too much to ask.
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It puts the question to the audience rather than offering a finding. This shows the kind of question Peep Laja tests with practitioners, in contrast to the survey-backed posts.
The agency-performance claim remains an open question. Ask for examples of agencies that can do both.
This is the clearest statement of the gap Laja returns to: the difference between what marketers say they do about buyer research and what they describe when recalling a specific decision.
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Start here for the argument, numbers, and interview quote.
A write-up of a survey of 100 B2B marketing leaders (vice presidents, CMOs, heads of marketing).
Seventy-six percent said they research buyers who are not already customers.
Asked when their team last tried to understand what buyers think, only 32% mentioned researching anyone outside the customer base.
For that 32%, the most common way to learn about non-customers is through casual conversations at conferences and trade shows—useful, but not available on demand, and slow and expensive.
One product-marketing leader describes a decision this way: "We asked sales what they think, we argued about our opinions, and no one bothered to ask anyone in our target audience, we defaulted to guessing like we usually do."
Laja's closing point: most of the market sits outside a company's recorded sales calls.
For brands planning a campaign
Buyer-research vendors, agencies, and internal strategy teams can build a campaign around the gap between research claims and practice, rather than the generic value of research. The 76%/32% contrast is a strong hook for a webinar, survey follow-up, or sponsored piece asking audiences to recall their own last big decision.
It answers the obvious objection to the first post: these companies talk to customers, so why is anything wrong?
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The distinction between voice-of-customer habits and target-market research is essential for anyone evaluating buyer-research methods.
A second Wynter survey of 100 B2B marketing leaders, this time about what informed their last big marketing decision.
In 87% of cases, target buyers were not the main input; one respondent called it "a gut call from leadership."
The teams surveyed are not anti-research: 92% draw insights from sales calls and 85% interview customers.
But 53% research the target market once a year or less, or never.
Laja credits Eric Reidenbach's 2009 book Listening to the Voice of the Market for the distinction: talking to your own customers is easy and comfortable, while probing buyers who have not picked you is hard.
He says it still holds.
In his framing, the remaining gap gets filled with "internal lore": what the CEO believes, what a rep heard once, what "everybody knows."
For brands planning a campaign
Useful for positioning research services against customer interviews and sales-call mining, which most teams already do. The 53% figure supports content for teams that consider themselves research-driven but need a reason to look beyond their customer base.
Laja connects a diagnosis of the conference experience to a specific format choice: small, informal, and conversation-first.
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Readers looking for the practical side of the work, beyond survey findings, will find it here.
An announcement and origin story for Spryng, described by Wynter as a B2B marketing event.
The argument: content is available online, so the only reason to travel to a conference is the people there, and the most useful part is always the hallway conversation.
Spryng centers on peer-to-peer learning and is held at a brewery with a large backyard in Austin rather than a hotel ballroom.
It is dated March 23-24, described as the fifth annual, and has a stated capacity of roughly 200 people.
The post ends by crediting two videographers by first name.
For brands planning a campaign
A brand considering event sponsorship or a speaking slot gets a concrete picture of scale, audience size, and setting. The emphasis on peer conversation suggests formats built around hosting or joining discussions, rather than a stage slot or booth.
This is the argument behind the survey work, stated plainly in one paragraph.
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It offers a concise view of how Laja thinks about marketing for expertise-led businesses—and how they position their own.
A short post aimed at consultants: if you sell expertise, people need to see it.
Laja says it is baffling how many consultants have almost no social media presence, content marketing, email list, or speaking activity.
The post highlights the gap between claimed expertise and visible evidence of it, without data.
For brands planning a campaign
A content or speaking collaboration can serve as the missing distribution layer for an expert audience. The post is also a ready-made social hook for a consultancy or expert-led platform addressing practitioners who underinvest in visibility.
It highlights Laja's interest in where agency capability breaks down and offers a counterpoint to the survey posts: here they test an impression with an audience rather than report research.
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Read it to see the questions they put to practitioners.
A short question post: many paid media agencies are good at targeting and campaign management but cannot produce good creative.
Laja asks which agencies can do both, or whether that is too much to expect.
The post offers a question, not a finding; it gives no examples, data, or answer.
For brands planning a campaign
The question gives a creative-and-media agency an opening to answer with evidence, or a research vendor a chance to argue that buyer insight closes the creative gap. Treat it as a prompt, not a documented claim about agency performance.
How the argument is built: survey numbers, a metaphor, and one borrowed source4
The gap between claimed and actual buyer research2
Peer conversations at events as the only non-automatable research channel2
Consultants must demonstrate expertise in public1
The paid media agency capability split1
The gap between claimed and actual buyer research
The most repeated argument in this material is that B2B marketing teams say they study buyers but rarely study those who haven't chosen them.
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In a Wynter survey of 100 B2B marketing leaders, 87% said target buyers were not the main input to their last big marketing decision, while 92% pull insights from sales calls and 85% interview customers.
A second survey of 100 leaders found 76% claimed to research non-customers, but only 32% could describe actually doing it when asked about the last attempt.
Peep Laja calls market research “the flossing of B2B marketing” — universally claimed, less often done — and cites Eric Reidenbach's 2009 book Listening to the Voice of the Market to argue that talking to existing customers is easy, while probing non-buyers is hard.
Survey-backed argument: ask a large sample of B2B marketing leaders what they claim to do, then ask them to describe the last real instance and report the gap between the answers. Supported by named third-party sources and direct respondent quotes.
Peep Laja treats Voice of Customer work as valid and worth keeping. The criticism targets research on buyers outside the customer base, not customer interviews themselves.
For brands planning a campaign
A research vendor, advisory firm, or survey platform gets a ready-made content hook: the claimed-versus-done gap, backed by numbers a partner can quote. Co-produced survey content is the natural collaboration: the argument depends on running the survey before publishing the post.
Peer conversations at events as the only non-automatable research channel
Peep Laja writes that every piece of conference content ends up online, so the only reason to attend is the people there; hallway conversations are consistently the most useful part.
Read more
They trace that reasoning to Spryng, a Wynter B2B marketing event built around peer-to-peer learning rather than talks.
The format: a brewery with a large backyard in Austin, Texas; March 23-24; roughly 200 attendees; and a fifth annual edition.
The post also argues that casual conversations at conferences and trade shows are the leading way teams learn about non-customers, but calls them useful, slow, expensive, impossible to run on demand, and unable to scale.
Direct experience and event operations: turn a stated preference for hallway conversation into a deliberately small, informal event, and include the attendance cap and venue in the pitch.
For brands planning a campaign
Event, hospitality, beverage, and community-tooling brands have a concrete sponsorship or co-host opportunity around a small, invitation-scale B2B gathering of roughly 200 senior marketers, built around conversation rather than stage time. The value is proximity to a curated room, not impressions.
A short post argues that consultants sell expertise, which they have to demonstrate for others to know it exists.
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It calls it baffling that many consultants have almost no social media presence, no content marketing, no email list, and do no speaking. The positioning argument: expertise kept private does not generate demand.
Aphoristic one-post argument with a four-item checklist — social presence, content marketing, email list, speaking — each a visible, repeatable channel.
The claim is aimed specifically at consultants. Ask before applying it to in-house marketers or other creator types.
For brands planning a campaign
Brands selling content production, email platforms, personal-brand services, or speaking and events can use this framing to collaborate with consulting audiences. It also signals which channels Peep Laja treats as baseline rather than optional when shaping a co-marketing proposal.
One post observes that many paid media agencies are strong at targeting and campaign management but cannot produce good creative, then asks which agencies can do both — or whether that is too much to ask.
Read more
Open question to the audience rather than a conclusion; no answer or follow-up appears in this material, so the post documents the question, not Peep Laja's resolution of it.
This is the one clearly unresolved claim in the posts; no post says which agencies were found to do both.
For brands planning a campaign
An agency, creative studio, or production partner can engage directly with the question: publish a specific answer with examples rather than simply agreeing. Treat it as an invitation to debate, not an endorsement of any named provider.
How the argument is built: survey numbers, a metaphor, and one borrowed source
Across the longer posts, the format is consistent: a short, blunt opening line (“Market research is the flossing of B2B marketing”), a Wynter survey of 100 B2B marketing leaders for the hard numbers, at least one quoted respondent describing their own process in unflattering terms, and a named external reference such as Eric Reidenbach's book.
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The two X posts drop the survey apparatus and compress the argument to a single claim or question. LinkedIn carries the research-led arguments; X carries the shorter opinion posts.
Claim first, then survey data, a verbatim respondent quote as corroboration, and a closing instruction (“Floss.”, “You just need to ask target customers.”).
For brands planning a campaign
A partner can expect a short, quotable opening, original survey data as the spine, and a call to action at the end. The format works if the partner can supply sample access, survey funding, or a distribution channel for the resulting post.
Peep Laja's posts describe using Wynter for B2B marketing research and promoting Spryng, a B2B marketing event by Wynter.
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They don’t state Laja’s ownership or employment at either; ask what their role is and whether they have a business relationship with either. No other brand relationships appear in the posts here.
Wynter
Disclosed partnership
Peep Laja's posts describe using Wynter to survey 100 B2B marketing leaders and identify Spryng as a B2B marketing event by Wynter.
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They use “we” when discussing the survey and event, but don’t state Laja’s role or ownership.
Peep Laja's material is easiest to explore by theme rather than date.
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Start with the buyer-research argument: two posts report separate surveys of 100 B2B marketing leaders each and use the results to show the gap between what teams say about researching buyers and what they actually do when a decision is on the line.
From there, the work splits into two habits.
The longer posts are research-led, with a blunt opening claim, original survey numbers, at least one quoted respondent describing their own process honestly, and a named outside source such as Eric Reidenbach's book on listening to the voice of the market.
The shorter posts, mostly on X, drop the survey apparatus and land on a single opinion or an open question, such as which paid media agencies can do both campaign management and creative.
The event post applies the argument: a small Austin gathering of roughly 200 people built around conversation instead of talks.
The writing is opinionated and first-person, and claims about marketing practice are backed by surveys.
Makes the same survey-backed argument to the same audience.
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MacKinnon asked 100 B2B SaaS product marketers about a launch that underperformed and found most traced it back to missing market validation before the build; a second survey compared high-volume and low-volume release teams.
Both writers build posts the same way: a blunt claim, survey percentages and a verbatim respondent quote.
Both close by pointing readers to Wynter for answers from their own target market rather than opinion.
MacKinnon's subject is the inside of a SaaS product organisation: what deserves to be built, what deserves a full launch, and what should stay in the release notes. Peep Laja focuses on buyer research as an input to marketing decisions and on an event format built for peer conversation, not release process.
Makes the same case about conferences from firsthand attendance.
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Markert's advice post ends on the same line Peep Laja's event post opens with: the content is available online later, but the conversations are not, so the people in the room are the reason to go. Both write practical LinkedIn posts drawn from showing up in person, and both treat hallway and dinner conversation as where the value lands.
Markert writes tactical networking instructions for managed-service providers and channel partners—where to stand, when to message ahead, never eat alone. Peep Laja writes for B2B marketing leaders and turns the observation into a specific small event rather than a set of conference tips.
Publishes original B2B marketing survey research and argues from the percentages: teams that can demonstrate content's business impact are far more likely to produce original research and proprietary data (54% versus 37% overall), and 95% of them say Sales frequently uses their content.
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The approach is similar to Peep Laja's: a claim, their own data and an implication for what marketing should do differently.
Lawlor asks whether the content a marketing team publishes gets used across the business, especially by Sales; the closing offer is to run a research program. Peep Laja asks an upstream question: whether teams ever ask the buyers who have not chosen them.
For a buyer-research strategy collaboration or speaking engagement, Peep Laja’s posts offer a reach and topic check, not an audience-composition match.
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They have a large LinkedIn following (84,931 observed Oct 8, 2026) and a smaller X following (47,406 observed Oct 5, 2026).
Selected LinkedIn posts cover buyer research and market research, including surveys of 100 B2B marketing leaders about decision inputs, market-research habits and non-customer research, and promotion of Spryng, a B2B marketing event by Wynter.
Older X posts discuss consultants demonstrating expertise and paid media agencies’ creative ability.
Before committing, ask for audience survey results or platform analytics broken down by role, seniority, industry and geography, plus recent reach or engagement on posts comparable in topic, depth and format to the proposed collaboration.
LinkedIn followers
84,931
LinkedIn profile follower count for Peep Laja's account · 2026-10-08
X followers
47,406
X profile follower count for Peep Laja's account · 2026-10-05
Peep Laja's posts describe Wynter's buyer-research work and Spryng, a B2B marketing event run by Wynter.
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The most detailed Spryng post is an attendance pitch, not a sponsor offer: a two-day event in Austin, Texas, capped at about 200 people and held at a brewery with an outdoor yard.
It emphasizes hallway conversations and peer-to-peer learning rather than sponsor placements.
The posts do not state rates, deliverables, audience reporting, exclusivity terms, or an official partnership inquiry route.
Before committing to a content collaboration or speaking engagement, ask for a primary partnership source, such as a sponsor page, media kit, or named contact for Spryng or Wynter.
A B2B buyer-research platform or advisory firm wants a research-led content collaboration and a session at a small event for senior marketers, making the case that companies should study buyers who haven't chosen them.
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Reasons
The most substantial recent work in Peep Laja's posts is original survey research on this subject: two write-ups of surveys of 100 B2B marketing leaders, one on what their last big marketing decision was based on and one on whether they research non-customers.
The argument rests on survey numbers, making the natural collaboration one a research partner is already equipped to support: fund and field the survey, then let Peep Laja write the piece. The two longer LinkedIn posts already follow that format, including a quoted respondent describing their own process in unflattering terms.
The numbers are quotable and reusable: 76% of surveyed leaders said they research non-customers, but only 32% described actually doing it; in the other survey, target buyers were not the main input in 87% of last big decisions, and 53% research the target market once a year or less or never. A partner looking for a hook for a webinar, follow-up survey, or sponsored piece gets one already written in Peep Laja's voice.
There is a live venue for a speaking engagement. Spryng, described by Wynter as a B2B marketing event, is pitched as roughly 200 attendees, conversation-first, and held at a brewery in Austin on March 23-24 as its fifth annual edition. A session there reaches a small senior room rather than a general audience, suiting a research or advisory offer.
The framing is consistent and portable: market research is "the flossing of B2B marketing," and the borrowed authority is Eric Reidenbach's 2009 book Listening to the Voice of the Market. A partner can build on that distinction without inventing a new argument.
Verdict
Strong fit. This is the closest match to what Peep Laja's posts show they actually do; the collaboration follows from the content rather than being imposed on it.
Watch outs
Peep Laja's posts draw a clear line: voice-of-customer work is valid and worth keeping (92% pull insights from sales calls, 85% interview customers). A partner pitching customer interviews as useless would argue against the position in the posts.
Peep Laja's posts mention no sponsorship, rate, deliverable, exclusivity, or inquiry route. The Spryng post is an attendance pitch, not a sponsor offer. Ask for a primary partnership source confirming pricing, format, or timeline before proceeding.
Audience information is limited to topics. The follower counts and post topics suggest a B2B marketing and research audience, but no role, seniority, industry, geography, or engagement breakdown is provided, so reach claims for this collaboration cannot be backed by the posts.
When to choose a specialist
A paid-media agency wants a sponsored post and a short promotional video for its creative-and-media bundle, aimed at convincing in-house marketing leaders that one agency can do both.
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Reasons
Peep Laja has raised the agency creative gap only as an unresolved question: one short post observes that many paid media agencies are good at targeting and campaign management yet cannot produce good creative, and asks which agencies can do both. The posts offer no answer. A question is not an endorsement; building an agency's campaign on it would misrepresent Peep Laja's position.
Peep Laja's posts show no video or production work. The video credits in the Spryng post name two videographers, not content Peep Laja produced. A video-led deliverable has no basis in the posts.
Peep Laja's posts mention no route for a sponsored post, paid partnerships, rates, or deliverables. They show one personal event promotion and research write-ups. Ask for a confirmed format before committing budget.
The posts show topics and two follower counts, but not who follows, their roles or industries, or how a paid promotion would perform. Ask for audience data before building an agency spend case.
Verdict
Poor fit. The subject is adjacent, but Peep Laja's posts do not support the ask, and the gaps are fundamental.
What would change the answer
A primary partnership source from Peep Laja or Wynter stating sponsor or collaboration terms, or a direct reply from Peep Laja about the agency question, would make a campaign aimed at this need worth revisiting. Without one, decline or wait.
A worked campaign example
Angle
Co-produced research on the gap between claimed and actual non-customer research, with a live session as the second half of the same idea.
Brief
A buyer-research platform wants one campaign moment that reaches B2B marketing leaders with a credible argument for studying non-customers.
Structure
Field a survey with Peep Laja, asking marketing leaders two things in sequence: whether they research buyers who are not already customers, and to describe the last time their team actually tried. The 76%-claimed-to-32%-described contrast is the whole hook, so the second question must be open-ended.
Publish the findings as a LinkedIn piece in the established format: a blunt opening line, the survey numbers, one verbatim respondent quote, and a closing instruction. Ask Peep Laja to use the format they already use rather than a partner-styled template.
Add a session at Spryng as the follow-up, focused on the same gap and framed as a working conversation rather than a sponsor slot, given the event's stated peer-to-peer, roughly-200-person format.
Reuse the numbers downstream in a partner-hosted webinar or a follow-up piece a quarter later, repeating the open question to see whether the described behaviour has changed.
What the partner supplies
Secure sample access or panel funding for the survey; the argument depends on running it before writing.
Agree on distribution beyond the creator's own channels, a named contact, and deliverables.
What to confirm first
Terms, deliverables, exclusivity, and whether a paid format exists at all. Peep Laja's posts do not mention any of that, so ask them or Wynter directly rather than infer it from the event or follower counts.
Audience data for a comparable post: role, seniority, industry, and geography, plus engagement on research-led posts specifically.
Why this angle
It asks Peep Laja to do what their posts already show them doing, draws on existing information rather than a manufactured claim, and gives the partner output it can keep using after the collaboration ends.
When the need is product marketing and launch validation rather than buyer research for marketing decisions.
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MacKinnon reports a survey of 100 B2B SaaS product marketers: 55% traced a recent underperforming feature launch to missing problem, demand, ICP, or market validation before the build.
A separate analysis compared high-release-volume and moderate-release-volume teams at companies with 50 to 999 employees.
High-volume teams were more likely to feel overloaded by launches (85% versus 38%), say launch-support work had increased (88% versus 50%), and say release volume was diluting the company's core positioning (50% versus 12%).
A buyer-research platform seeking a product-management or PMM audience—or a session on why every release should clear a higher burden of proof before receiving serious go-to-market support—is a closer fit for this work than for Peep Laja's marketing-leader buyer research.
The survey answers a different question.
Its respondents are product marketers, not marketing leaders or target buyers, so the 55% figure shows what PMMs wish had been validated before a build—not how companies study buyers who have not chosen them.
Both posts also connect the research to a product offer: they close by offering Product and PMM teams qualitative and quantitative answers from their exact target market in 24 to 48 hours.
By contrast, Peep Laja's posts keep the research argument separate from the Spryng event pitch.
Neither post mentions an event or speaking venue, so ask for an example of how they would support the campaign's small senior-marketer session.
When the audience is the channel and managed-services world, or the collaboration calls for an event-level engagement rather than a research study.
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The two posts offer practical conference guidance—network before you arrive, camp in the highest-traffic spot, never eat alone, and remember that the real conversations happen after the agenda ends—and a personal endorsement of The Two Chasms, a book on MSP customer success that Markert contributed an essay to.
The book frames its six disciplines—strategy, health, deliverables, process, people, technology—as one operating system for making customer success manageable for an MSP.
A partner focused on conference effectiveness, channel relationships, or MSP customer success will find a better fit here.
Neither post presents buyer research: there is no survey, sample of non-customers, or argument about how companies make marketing decisions.
The closest connection is the claim that reliability is the price of entry, which comes from the book's framing rather than Markert's own study.
For a buyer whose task is to fund and publish research on the gap between claimed and actual buyer research, this creator offers different source material.
Ask for audience data to establish whether their followers or readers fit your target.
When the collaboration is an original-research content program for content and marketing leaders, and the subject is how content earns its keep rather than how companies study buyers who have not chosen them.
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Lawlor reports research into content's business impact: 95% of teams that consistently demonstrate impact say Sales frequently uses their marketing content, compared with 73% of marketers overall.
These teams are more likely to measure what happens after content reaches Sales: 57% measure Sales-reported content influence, 43% measure Sales usage, and 38% measure deal velocity or win rate.
Teams best able to show impact are also more likely to create original research and proprietary data (54% versus 37% overall).
The practical ask resembles the Peep Laja collaboration: fund a study, publish a flagship report, and reuse the data across PR, thought leadership, Sales content, and demand generation—but with a different research question.
The research question is content marketing's business impact, not buyer research on non-customers.
A buyer-research platform seeking a claimed-versus-actual hook about non-customer research would be attaching its brief to numbers about content measurement instead.
The posts are also more explicitly commercial near the close: they book research programs for Q1 and invite direct messages.
A partner should ask whether that offer leaves room for a complementary collaboration.
Neither post mentions an event or speaking venue, so ask for an example of how they would support the campaign's event component.
Peep Laja's posts here include the full text of five of their own posts from a LinkedIn account and an X account: two write-ups of Wynter surveys of 100 B2B marketing leaders each (one on what the last big marketing decision was based on, one on whether teams research non-customers), one post about the Spryng event, and two shorter X posts on consultant visibility and paid-media agency creative work.
The LinkedIn account and X account show roughly 85,000 LinkedIn followers and 47,000 X followers, observed in October 2026.
The posts carry no publication dates, so they cannot be ordered chronologically.
No articles, talks, interviews, transcripts, books, or courses appear here, which is a real gap for name searches: the posts show the survey and event work but not any longer-form or earlier work, and this page treats the argument as it appears in these posts rather than as a career overview.
Where the posts describe Wynter and Spryng, they do not state Peep Laja's role or ownership at either, so the relationships are described as they appear in the posts without a stated role.
