Fractional Marketing & GTM

I've been the entire marketing department. I've also led teams of 20+.

Fifteen years of B2B marketing and go-to-market — product marketing, sales enablement, demand gen, and GTM strategy. Pipeline growth in the triple digits, a marketing team built from one hire to eight, work inside companies doing nine figures in revenue. Most companies need me somewhere in the middle of that range, not at either end of it.

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Every stage of a company has a different marketing problem. I've worked most of them.

Pre-Revenue Companies

Building the first GTM foundation, from scratch

No CRM, no site that explains the business, no pipeline. I build all three from zero — for one B2B marketplace, to more demand than a small team could fulfill.

Scaling A Function Fast

Growing a marketing team from one hire to a real function

First marketing hire, eight-person team in six months, 200% pipeline growth to $50M in that same window — then an acquisition.

Inside Larger Companies

Running marketing motions that move real pipeline numbers

As a fractional partner inside an established enterprise software company, I grew marketing-attributed pipeline 61% year over year — to $7.4M in 2025.

Three Ways To Work Together

Start small and self-directed, get a fixed-scope diagnosis, or bring me in to run the function.

AI Agent Roadmap

A ranked list of the AI agents worth building for your job, with starter prompts and the one to build first.

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The Revenue Chain Teardown

A fixed-scope, two-week diagnostic for B2B companies. I trace your revenue chain — first impression to closed-lost — and hand you the one thing to fix first, ranked, with evidence.

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Fractional Marketing & GTM

Practitioner work or embedded leadership — sales enablement, product marketing, demand gen, brand, or the whole function. You tell me the altitude; I've done all of them.

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The walls need to come down — not just between marketing and sales.

The best work I've done happened when the wall between marketing and sales was down enough for me to actually see how deals were being won and lost, and adjust in real time — not publish a strategy document and hope someone downstream uses it.

That's not only a sales problem. Marketing makes bad calls when it doesn't sit close enough to product, to customer success, to whoever actually hears what customers say when no one from marketing is in the room. My job is to get close enough to all of it that I'm working from what's actually happening, not from what everyone assumed was happening.

Tell me the number that's bothering you.

Win rate. Pipeline. A launch that didn't land the way it should have. Book twenty minutes — bring the specific thing, not the general problem.

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