Fractional Marketing & GTM
I do practitioner work — sales enablement, product marketing, demand gen, brand — for B2B companies, and I do embedded leadership running the whole function. Same standard either way. You tell me the altitude the company actually needs.
Where the company is, where it's trying to get to, and what has to be true about the market's understanding of you to close that gap.
Positioning, launch plans, and sales enablement that actually gets used on calls — not left in a shared drive nobody opens after the kickoff.
The channels worth the spend, and — just as useful to know — the ones you should stop funding.
A brand overhaul doesn't have to take a year. I ran one in eight weeks at a mid-scale-up, without stopping everything else the team was doing.
I've grown a marketing function from one person to eight in six months. I know what the first five hires should actually be, and in what order.
Why This Isn't Theoretical
I've been a company's first marketing hire. Six months later there were eight of us, pipeline was up 200% to $50M, and we'd built the company's first Customer Advisory Board. I led the team through an eight-week brand overhaul, then through an acquisition and integration.
Tell me what marketing looks like at your company right now, and what it's missing. I'd rather scope it honestly than sell you more than the stage of your company needs.