Food arrives dressed as certainty. A label declares what is inside. A date suggests when it should be eaten. A barcode promises that somewhere, in some orderly database, the product has a past that can be retrieved. Behind this modest square of packaging sits an unruly procession: ingredients, suppliers, formulations, audits, regulations, lots, locations and, when something goes wrong, recalls. Laurie Klausner has just taken on the job of marketing the software that tries to keep the procession in line.
In September 2026, Klausner announced that she had joined Trustwell as Chief Marketing Officer. Her choice of opening was revealing. “Food is deeply personal,” she wrote. Every shelf, she continued, carries an expectation of safety, quality and trust. For a career enterprise-software marketer, it was a move closer to the kitchen table without leaving the server room. Trustwell connects the digital work behind food formulation and labeling with supplier compliance, traceability, quality management and recall readiness.
Klausner comes to that brief after more than two decades in B2B software and services. Her resume moves through network monitoring, secure file transfer, education analytics, artificial intelligence, legal practice software and supply-chain sustainability. The nouns keep changing. The underlying assignment barely does: understand a complicated system, find the consequence that matters to a customer, and build a marketing operation capable of proving its own contribution.
A sentence in one hand, a spreadsheet in the other
The cleanest clue to Klausner’s method appears in her education. She earned a BA in English from Tulane University and an MS in Marketing Analytics from Bentley University. It is a tidy pairing for a marketer: language supplies precision and interpretation; analytics insists that the interpretation survive contact with a number. One degree asks whether an idea is clear. The other asks whether it worked.
Her early public career record places her in senior roles at Azuki Systems, Ipswitch and Jibunu, followed by a vice presidency at Biscom. At Biscom, she was responsible for marketing across the company’s products and services and helped launch an enterprise security product that added a revenue stream to the portfolio. The accomplishment is less glamorous than a celebrated consumer launch, but more characteristic of the work Klausner has chosen: technical products, long sales cycles and buyers who can smell an empty adjective before lunch.
In 2014, Entuity hired her as Vice President of Worldwide Marketing. The company sold network-management software, a category concerned with making invisible infrastructure visible. Her remit included strategic partnerships and closer customer relationships. Entuity named BMC Software, Dell and Oracle among the kinds of platform partners it wanted to serve more effectively. Klausner said she intended to expand market reach and help accelerate growth. It was the conventional ambition of a new marketing leader. What happened next was pleasingly unceremonious: she took inventory.
“In essence, we looked at everything we were using.”Laurie Klausner on Entuity’s marketing technology audit
The year of looking at everything
One of Klausner’s first major Entuity projects became a yearlong audit of the marketing technology stack. Her team was divided between Massachusetts and London. The arrangement had produced fragmentation, including tools used by only a small number of people. Rather than treat the stack as a glossy collection of logos, the team examined what it had, who used it, where the gaps sat and how the parts connected.
This sounds obvious only after somebody has done it. Software organizations are accomplished collectors of software. Every tool arrives carrying a business case; few arrive with a plan for their eventual irrelevance. Klausner’s audit established a baseline from which the team could keep evaluating the stack. Eighteen months later, she said the group was doing a better job with the tools it had. The important result was not a permanent, perfect stack. She expected it to change. The result was a marketing team that understood its machinery.
The Klausner operating loop, drawn from her public work
There is a useful resemblance here to traceability. Both disciplines begin with knowing what exists. Both become valuable when separate records can be connected. Both fail when a critical fact lives in an isolated pocket known only to one person. Klausner did not audit a marketing stack because she was preparing to market the food chain nine years later. Careers rarely arrange their symbols so politely. Still, the habit travels well.
A tour of consequential back rooms
By 2020, Klausner was leading marketing at Certica Solutions, which sold assessment and analytics software for K-12 education. A public executive biography described her as metrics-driven and hands-on, responsible for building Certica’s brand in its category. She then became Global Head of Marketing at Quantiphi, an AI-first digital engineering company. Later came LEAP Legal Software, where she served as Senior Vice President of Marketing and worked on go-to-market strategy, lead generation and sales enablement.
In April 2025, Assent appointed her Senior Vice President, Marketing. The company’s concern was supply-chain sustainability management, and the appointment shifted her work toward manufacturers navigating global supplier information. Klausner said she wanted to use AI and data analytics to improve marketing effectiveness, strengthen the brand and grow its global presence. She also emphasized customer-centered marketing and more personalized engagement.
Technical marketing roles and an enterprise security launch.
Worldwide marketing, partnerships and a transatlantic martech reset.
Education analytics, AI and global marketing.
Go-to-market strategy, demand generation and sales enablement.
Global marketing for supplier sustainability management.
Chief Marketing Officer for food compliance and traceability.
Read as a list, the sectors look restless. Read as a set of customer problems, they form a pattern. A network manager wants to see the condition of infrastructure. An educator wants to interpret performance data. A lawyer wants work to move through a practice without administrative drag. A manufacturer wants to understand suppliers. A food company wants to trace a product through its history. Each product promises a clearer view of a complicated operation.
That is useful territory for a marketer who describes herself through metrics and systems. It also carries a constraint. The more consequential the software, the less room there is for verbal perfume. Food compliance cannot be marketed as an abstraction for long. A buyer eventually asks which records can be retrieved, which supplier can be assessed, which label can be checked and how quickly a suspect lot can be found.
“Food is deeply personal. Every product on every shelf carries an expectation of safety, quality, and trust.”Laurie Klausner, announcing her move to Trustwell
The promise from source to shelf
Trustwell itself is young, formed in 2023 by bringing together FoodLogiQ’s supply-chain management software and ESHA Research’s nutrition analysis and label-development tools. The combination is the strategic fact Klausner now has to make memorable. Product formulation is usually discussed in one meeting, supplier compliance in another and recalls in the meeting nobody wants. Trustwell’s proposition is that these activities belong to a connected information chain.
The company says more than 2,500 food businesses use its software. Its audience ranges from manufacturers and supplement companies to grocers and restaurant chains. That creates a marketing puzzle with many vocabularies. A regulatory specialist, a quality leader, a supply-chain operator and an executive may all care about the same product record for different reasons. Klausner’s task is to preserve those differences while making the shared system apparent.
Her early activity in the role offers a glimpse of the agenda. She has shared Trustwell material about supplier risk, the organizational work required for FSMA 204 readiness and AI-assisted documentation for food-safety teams. The subjects are specific, procedural and not inclined to dance at parties. They are also where a food company’s claims encounter its actual operations. Marketing them well means giving urgency a spine of evidence.
Klausner’s official biography at Trustwell emphasizes high-performing teams, global expansion, category launches, pipeline and return on investment. It also describes an interest in translating strategy into practical programs that support customers and empower teams. The language points to an operator’s version of marketing: not a decorative department, but connective tissue among product, sales, customers and the market.
Her public recommendations of former colleagues add a small human note. She repeatedly notices intelligence, accountability, humor and the willingness to try a new angle. In one recommendation, the distinctive praise was not only for a colleague’s work but for the sense of humor that made the work enjoyable. Metrics may settle the argument, but apparently they need not ruin the afternoon.
Marketing the evidence
The obvious temptation with the word trust is to spend it freely. Klausner’s new company has it in the name. Food brands want it from customers; suppliers want it from buyers; software companies ask for it from everyone. Yet trust is one of those words weakened by repetition and strengthened by receipts. The more interesting story is the infrastructure underneath it: a formulation that matches a label, a supplier record that stays current, a traceability event that can be found and a recall process ready before it is needed.
This is where Klausner’s particular combination becomes legible. The English graduate knows that a promise must be stated clearly. The analytics graduate knows it needs a denominator. The software marketer knows the product will live inside somebody else’s process. The operator who once spent a year cataloguing her own team’s tools knows that visibility starts with an honest inventory.
Her arrival at Trustwell is too recent for verdicts, and the work ahead is concrete. She has said she wants to amplify the mission, elevate the brand and accelerate what comes next. The meaningful test will be whether customers can recognize their daily problems in the company’s story, then see how connected data changes the work.
A food label may be the final artifact, but it is not the beginning of the truth. The truth begins upstream, dispersed among people and systems, waiting to be connected. Klausner has made a career of walking into rooms full of complicated software and asking what matters, what connects and what can be measured. At Trustwell, the room has become a food chain. The first item on the agenda remains wonderfully familiar: look at everything.