“Storyteller” is suddenly one of the hottest job titles in corporate America.
📚 Google is hiring them.
📚 Microsoft is building narrative teams.
📚 Notion created a single storytelling function.
📚 Puma reorganised its entire product division around storytelling.
Some of these roles now pay north of $250,000 a year.
There has never been a better time to invest in the ability to tell product stories.
On the surface, this can look like a trend. Another shiny label.
But to me, it feels more like the pendulum swinging back.
I’ve been preaching the importance of storytelling for a long time (you might have noticed). And after running hundreds of product storytelling workshops, I keep seeing the same pattern:
Everyone agrees storytelling matters. Very few treat it as a craft.
That realisation couldn’t come at a better time.
AI is already chipping away at tasks marketers once owned. Writing. Research. Production. Scale. And once all of that becomes automated, the question becomes unavoidable:
What’s left?
This year, I’ve spent much of my time arguing in keynotes that what will remain are creative marketers who use their reclaimed time to go deeper.
Deeper into how people think. How they feel. How they make decisions.
And then use those insights to build clearer, more persuasive product stories. Back to the roots of marketing. About time…
Which brings me to this.
Starting In January, I’m running a quarterly Product Storytelling Cohort.
It’s a hands-on programme designed to help you:
Discover the story your product can tell better than anyone else
Define a clear product narrative your teams can actually align around
Deliver that narrative consistently across product, marketing, and sales
The goal is simple: Turn product teams into story engines.
If 2026 is going to be the year of the storyteller, this is your chance to invest in the skill properly.
Best,
Elliott
