This season on the Animalz Podcast, we're pulling back the corporate curtain to show you how the largest, most complex B2B SaaS teams actually get content out the door. Our mission: demystify these gigantic machines and reveal what it really takes to run content at scale.
Hear from content leaders of some of the biggest names in SaaS sharing the systems they've built, the battles they've fought, and the lessons they've learned along the way.
Enterprise content marketing is mysterious, even to those on the inside. Processes sprawl, stakeholders multiply, and the path from idea to publish can feel like navigating a maze of meetings and opinions. What looks like a well-oiled machine from the outside often is a daily battle to keep strategy, scale, and sanity aligned.
This season, we’re talking to the people who do the work: the folks who build content “operating systems,” wrangle requests from every corner of the org chart, and find ways to turn stakeholder chaos into real business results. Their stories aren’t always neat or polished, but they’re honest, tactical, and (sometimes) pretty funny.
If you think content at big companies is just endless bureaucracy, you’re not wrong, but that’s only half the story. What really happens behind closed doors is more complex, creative, and, yes, messy than the stereotypes suggest.
This season, you’ll hear how top B2B SaaS content leaders:
Most importantly, you’ll get a candid look at how the biggest teams get content out the door — and how you can steal their best ideas, even if your team is a fraction of the size.
We’re going inside the content machine at leading SaaS companies. Each episode brings you a new perspective and practical lessons for anyone navigating enterprise content. Here’s what ’s coming up.
May 22, 2025 (AVAILABLE NOW)
Ty and Tim kick off the season by sharing why enterprise content marketing is the focus. Ty reflects on leading content at UiPath and building systems to manage scale, while Tim brings a startup lens to the challenges big teams face. Together, they preview what’s ahead and why these stories matter.
May 27, 2025
Kay-Kay shares how she’s reshaping content at Typeform by focusing on fuel over form, developing audience-first ideas, empowering teams with modular systems, and reducing content debt. She talks about shifting from startup to enterprise, using AI for strategy, and building a content function that’s 70% proactive, 30% request-based.
June 3, 2025
Heike shares how she leads content and social at Microsoft AI, combining strategy with distribution and team structure. She breaks down her “four wheels of the car” model, highlights key roles content teams often miss, and explains how personal branding and employee influencers outperform traditional brand channels.
June 10, 2025
Rhonda shares lessons from leading content at Zoom, Mural, and Spiceworks. She explains how to shift content teams from service roles to strategic partners, make the case for headcount, and build systems that support real audience needs. Her mantra: create value, not noise — and she shows how to do it.
June 17, 2025
Matt reveals how Pipeline360 turned whitepaper delivery into a one-to-one ABM engine. By flying around the world to hand-deliver research, he sparks real conversations, builds stronger relationships, and drives growth. It’s a high-effort, high-trust play, and a bold blueprint for content that connects in a remote-first world.
June 24, 2025
Aditya shares how MoEngage puts customer insight at the heart of content. He explains how his team scales with smart systems, borrows authority for distribution, and uses AI to move faster without losing taste. From global alignment to SEO cleanup, this episode is packed with tactical lessons for content-led growth.
More guests to be announced soon.
Stay tuned for conversations with more enterprise content leaders sharing what really works behind the scenes.
Ty Magnin is the CEO of Animalz and brings extensive experience in product-led growth and content marketing from leadership roles at UiPath, Emotive, and Appcues.
Tim Metz is Director of Marketing and Innovation at Animalz. He has over two decades of experience leading marketing and media initiatives at global tech startups.
In this season opener, Ty and Tim dig into what happens behind the scenes of enterprise content marketing, and why it’s worth talking about.
Ty reflects on his experience leading content at UiPath, where he built systems to wrangle hundreds of requests and learned (the hard way) how content’s role shifts as companies scale. Tim brings a candid outsider’s perspective, calling out the stereotypes, asking the “stupid” questions, and sharing what it’s like to work with enterprise clients as a startup veteran.
Together, they talk about:
Listen in for a candid look at the reality of enterprise content marketing, and get a preview of the questions and stories that will define the season.
Listen to the full episode above or find it on your favorite podcast platform.
Ty [00:00:00]: Welcome to the Animalz podcast. I'm Ty Magnan, the CEO at Animalz.
Tim [00:00:04]: And I'm Tim Metz, the director of marketing and innovation.
Ty [00:00:07]: This season on the Animalz podcast, we're pushing back the corporate curtain to show you how the largest, most complex b to b SaaS teams actually get content out the door. Our mission is to demystify these hidden machines and reveal what it really takes to run content at scale. Hear from content leaders of some of the biggest names in SaaS, sharing the systems they've built, the battles they fought, and the lessons they've learned along the way. Today's episode is a prequel to the Enterprise season. So you're gonna hear from Tim and I about, you know, how we got here and decided on this topic for a season. Let's talk about enterprise.
Tim [00:00:46]: Why do we wanna talk about enterprise content marketing?
Ty [00:00:49]: I'll take it back to personal experience. So once upon a time, from 2018 to 2022, I led a large content and web team at UiPath. UiPath, when I joined, we were at 40,000,000 in rev. We were about a thousand people when I left. We were a billion in revenue and, like, 3,000 people plus, maybe 3,500. It was, like, hyper growth, a lot of change, and and, you know, 3,000 people to meet. I don't know about you, Tim. Like, that feels pretty enterprise.
Ty [00:01:16]: Like, my background before this was Yeah. Startups, you know. Hadn't worked at a company larger than a hundred. What I found when I was in this enterprise content leadership role was well, first, I didn't know what the hell I was doing, you know, like, honestly, because content just plays a di\erent role at a larger company than it does at a, you know, marketing team of 10 or whatever. And so it it was a struggle for me to figure some of that out. And I didn't feel like there was a lot of people in the content world that were sharing actively from an enterprise seat, how they build these teams, how they measure success, you know, how they collaborate with di\erent stakeholders, things like this. And so I I felt like I had to learn a little bit the hard way, you know, like, figure it out for myself. And when I've chatted with other folk that work in enterprises, I think the notion is often similar where I don't know.
Ty [00:02:08]: It's just like something about bigger companies. If you're gonna network, like, you can kinda just network within your marketing team of a couple hundred people, you know, and, like, learn from them as opposed to going outside and learning from other folk. But but, really, I think you can steepen your learning curve, like, in a good way. Right? Like, learn faster Yeah. Yeah. By chatting with folks outside. So for me, the goal of this season, the primary goal is, like, help folks that are in this seat learn from one another. You know? And And then there's some other goals too.
Ty [00:02:37]: But, yeah, that's the big one.
Tim [00:02:38]: Well, I guess then I have to admit, I think the largest company I've been at is, like, 300 people start up at some point at the at its highest point, and not definitely not anywhere close to 40,000,000 or 1,000,000,000 in revenue or however many billion you set. So I think I have a I'm I'm I think I'm the more much more typical start up person. So I have I probably have all these stereotypes in my head about enterprise, like, oh, bureaucracy, politics, big you know, like, 10 people working on one article, whatever. Like like, things like that.
Ty [00:03:12]: I mean, it's kinda how it is, though. I mean, it's not there's there's stereotypes that maybe, showed up for a reason. You know?
Tim [00:03:18]: Yeah. That was I'm I'm just gonna learn a lot and and and try to get through those stereotypes. Obviously, I mean, in my previous role at Animalz, when I was a senior content marketing manager, I've worked with some enterprise clients. So but so, yeah, I only have, like, somewhat outside perspective. Yeah. I'm very curious to hear from folks and learn about that and ask the stupid questions, I think, this season. Maybe that's my role.
Ty [00:03:40]: Mine too. I mean, honestly. Because, like, I I just haven't had enough at bats here, with folk that have, you know, done something similar. One thing that was interesting that I had to figure out along the way was the role of content at UiPath. From where I came from, AppTues, like, content was this strategic thing that was tasked with, you know, producing in order to then, like, bring back revenue and, you know, pipeline and MQLs, really. Content owned the number. Right? We own the organic search number. I think we own some piece.
Ty [00:04:14]: We own the email as, like, you know, if we're looking at, default tail groupings via GA four, like, email would be another. I think referral tra\ic was still content because we did a bunch of, like, guest posting and things like this. And then it took some portion of direct tra\ic. We kinda, like, peanut buttered peanut buttered that across all of our marketing e\orts. So again, like, content, the role that was strategic. At UiPath, I learned pretty quickly that, like, content in this larger company was largely, you know and this was kind of something I resisted to a degree, but it was largely in support of other teams. So when I first got there, the content team was really just, like, executing on what campaign said it needed, you know. And then product marketing had its own set of materials that it was building and, like, you know, content sorta, like, had a hand in it, but really wasn't well established what the relationship would be.
Ty [00:05:05]: And then there are a bunch of other teams that were, like, producing a bunch of crap that, like, would go straight through onto the website or, you know, a salesperson would just create a version of a deck and all of a sudden, like, that existed. And so, really, my role became, like, helping establish content as, yes, a supportive function, but also where can we be strategic? We also had to do a lot of content governance. Okay? So, like, we have hundreds of people in the organization, maybe more contributing content. Right? Like, doing something.
Tim [00:05:35]: Yeah.
Ty [00:05:35]: Yeah. How do you get a handle on that? Exactly. Right? Like, how do you make sure it's on tone or the messaging is up to date or whatever? And so we built our operating system around, like, prioritizing that and having di\erent treatments for di\erent, like, tiers of content that was being produced. So, you know, a certain tier, there was just, like, it was hands o\ and some training, and they had to follow our guidelines. Right? And we might, like, spot check it every now and again. That's tier three. Tier two is, like, we would fund it at tier two. So the content team would pay for the content, and it would go through some approved agency.
Ty [00:06:09]: But, like, we didn't have the bandwidth to do it in house. And then tier one is, like, hey. This is premium. Like, we need this to be really good. We're gonna produce it in house. So that was kinda, like, the broad framework.
Tim [00:06:19]: Because you called it an operating system, but I'm always interested in the geeky nuts and bolts. What what does that actually mean? Was it just like, I don't know, like Asana or Notion or something like that? Or was what? How did you actually, like, monitor all that was going on?
Ty [00:06:32]: Yeah. It wasn't one tool. It was, like, a, you know, a a a few things sort of stapled together. Right? So we had an intake form for requests that will be part of the operating system. Every quarter, we would go on a roadshow too. So, basically, before, you know, the end of each quarter, I would go to my primary stakeholders, you know, head of product marketing, head of demand generation. And I would solicit, like, what do you got for next quarter? You know, like, what are you expecting? What needs to be done? Then I would put that all into our, you know, like, form, basically. Like, create, you know, very small briefs for these things.
Ty [00:07:09]: So and then we'd also add our own strategic, like, proactive ideas. Then we had a system, a calculator to, like, weigh them all against one another, you know
Tim [00:07:18]: Mhmm.
Ty [00:07:18]: And basically then tier it out. And, you know, we then would go on our roadshow. So we would get stakeholders together in a room, and we would present our road map for what we're planning to do next quarter. And if they were like, oh, like, but, Ty, like, where's our thing? You know? And I'm sort of say, like, well, you know, it didn't make the cut. Like, you gotta fund it yourself through one of our approved vendors, or you can, like, bargain with your colleague here from product marketing. Like, hey, Diego. Like, can you ditch this, you know, important asset you asked for? And then they kinda have to deal with it amongst themselves. And that kinda took me out of the middle too of, like, not just the guy that says no, but, like, I don't have to, like, be in the middle of all these negotiations and assess.
Tim [00:08:00]: Yeah. It's, like, it's it's amazing how much more it becomes about coordination, communication, bridge building, and not it's not just, like, produce more. Right? It's much more like, how do you make it all work together, and you have to say no a lot more and, you know %. People skills. Right?
Ty [00:08:19]: Yeah. It's like controlling especially if content's kinda coming from everywhere and, like, needed everywhere, because, like, all of marketing is content. You know?
Tim [00:08:28]: I know that we're gonna be talking to somebody, for example, at Microsoft, And I find it just mind boggling if I try to imagine. Because from my little experience with, like, 300 people and a sales team and we had a marketing team and we had partners, it was already, like, hard to manage because, like, indeed, everybody it's like we also had to do the decks and, like, we, you know, we had it's like, oh, we need to check everything the salespeople put out, and they want this, and they want that, and the partners need this, and there's PR, and whatever. It's all running through, well, marketing and content. I mean, that was at that small scale. Right? So it's like, and then you have your skill at your iPad, and then you still have a skill above that and just can't imagine what what that looks like and how you keep that under control or, right, like, where you let go. I I guess it's almost about where do you wanna take control and where do you kinda let it go. Right? And even if you let it go, you're still kind of responsible. So, yeah, it's just incredible to me how how somebody can manage that.
Ty [00:09:19]: Yeah. I don't even know how to get into the Microsofts. I mean, Microsoft has I just looked it up. According to Google AI overviews, as of 2020 Microsoft roughly employs 220,000 people globally. I was gonna guess 300,000 would have sounded large, like, too large, but, actually, it was kinda close.
Tim [00:09:35]: Yeah. So
Ty [00:09:36]: yeah. I mean, that's, like, a hundred times bigger than UiPath, and I thought UiPath was a big company. So it it is all relative.
Tim [00:09:43]: I would love to hear a little bit more about your experience there. Like, what have you learned from that? Because now and then what do you use now from what you've learned in the enterprise?
Ty [00:09:49]: So one thing the thing I had to learn the most in moving from a startup to an enterprise was how to coordinate things through stakeholders. I mean, that's a lot of what I was just talking about. Right? Even, like, re reporting and measurement. Right? Like, my team didn't outright own that end to end. Like, we kinda we had to work through the ops team to get some of those numbers. And, honestly, I don't think I really ever did a super e\ective job at reporting on content marketing in this performance because, I didn't take ownership over it. Like, my myself on my team, you know, I was sort of, like, dependent on another team that worked under Demand Gen and, like, didn't prioritize my, you know. I do think that at a big company, you need more folks to get involved in a content project.
Ty [00:10:31]: Like, as brilliant as you might be as a individual contributing content writer or producer, Like, you don't know the depths of the product and the road map and the audience for it as well as your product marketing counterpart does. And then, like, you also need your campaigns or demand gen team to have buy into your asset so that they can, you know, feel comfortable promoting it. Right? And that means that, like, the CTA has to be aligned to where they wanna take people, and it means that you have to kinda understand, you know, get their guidance on what the audience or channel needs from this piece. Unfortunately, like, that's does slow production down, but it does produce something that is it's tough to say it's more quality because, like, an individual contributing content person at a start up can probably hold enough of that in their head because the product's only so big, because they kinda know the audience. Like, they can hold enough in their head to produce that thing that's probably the same quality that you produce in an enterprise, but it's, like, a necessary thing, you know, to collaborate at that larger scale. And I think that, yeah, bring a lot of that forward to Animalz, I hope, on a good day, you know, where I'm, like, you know, looping you into things you're Julia to weigh in on so that we can, you know, bring the company forward in a meaningful way. And then I think that an understanding of that operation as an agency owner and kinda like the in the coaching role that I play, you know, we can help teammates here navigate review cycles, right, navigate how to write a brief and get it sort of reviewed by the right people, understand where their limitations are, that kind of thing, so that we can really support our customers e\ectively, our larger customers e\ectively.
Tim [00:12:09]: Yeah. I mean, you understand that mindset because you've been in it yourself, and I think that's important sometimes when you work with the clients. And I think what you said is also very interesting. I never thought about that that, like, even if you wanted to, like, if you're in such a big company, like, certain parts, you just can't know. Like, you can only know it by talking to the people who are responsible for that part. Whereas, we need a start up also, but then then it's more like, oh, you know, somebody sitting over there at the other table or on just one Slack message away. Whereas in in an enterprise, you might not even know who that person is who might have that knowledge. And so you you have to collaborate.
Tim [00:12:42]: Yeah. Yeah. Definitely.
Ty [00:12:43]: You gotta, like, use the org chart, like, actually look it up. I can't tell you how many times I had to, like, look at the org chart, especially in the first year to be, like, who is this in this meeting? Like, asking me for something. You know? Like Yeah. We have a few little Easter eggs, little surprises for our audience within this season. There's a buddy of mine, Matt, who's coming on from Pipeline three sixty to chat about, like we have to give this one a name to him, but, like, he's basically flying around the world to distribute his white papers by hand. Okay?
Tim [00:13:13]: So The flying distribution engine.
Ty [00:13:16]: The flying distribution engine. You heard it here first. Matt is, just he's an extraordinary marketing leader, and I just love this, like, little play that he's running that seems to be working. It's, like, doesn't scale, but is so good at on the relationship side. And and the content is sort of like the, I don't know, Trojan horse to get him in the room with a lot of his prospects and customers. So I think that's cool. So, yeah, looking to learn and help other folk like you learn and, you know, drop some knowledge and some nuggets along the way. So, yeah, please stay tuned.
Ty [00:13:47]: Yeah. We'll be dropping episodes regularly. Let's go enterprise!
New episodes land every week, packed with real stories from enterprise content leaders. No need to listen in order as each one stands on its own with tactics you can use right away. Whether you lead a big team or work with one, this season will change how you think about content.
