Let’s talkYou've set up HubSpot yourself, read up on SEO, drafted content with AI, probably run a few campaigns to see what sticks. That got you to where you are. But it’s not going to get you to the next stage, and you know it.
What's missing is someone to oversee and build your marketing function, and be accountable for the results.
I come in as your marketing operator so you can go back to being the CEO.
Tell me how things are goingMarketing lives in the gaps between product, sales, investors, and whatever's on fire. You know you need to hand it off, but handing it off to the wrong person or the wrong agency costs more than carrying it. So you carry it.
You hired someone good. They're writing content, managing the CRM, running ads, and reporting to you on pipeline. The work is happening, but it's not connected to a strategy anyone wrote down. So nothing compounds.
Content optimizes for reach. Demand gen optimizes for their dashboard. Maybe there's an agency too, often a digital one producing a few leads every month. Everyone is busy, everything fights for the same budget, and nobody upstream has decided which of those bets matters most right now.
I’m hands-on from the first week, working on four areas.
Turn the demand you already have into revenue.
Zero in on which customers, initiatives and channels to prioritize.
Run the programs that build pipeline and help sales close, with clear metrics.
Put the processes and tools in place that make marketing run smoothly and scale.
You get a strategist who operates and an operator who thinks in systems.
The paid ads campaign that optimizes on a formula that doesn't convert. The CRM nobody trusts because a rep went rogue on the data. The content program measured on posts instead of pipeline. I help you spot these patterns before they cost you months, and I bring what worked in other industries before it shows up on your feed.
I've owned pipeline targets, built teams, managed agency rosters and reported to boards. Strategy recommendations come with who owns what, how marketing hands off to sales and what gets measured, because I've had to build those systems myself.
I've worked on productivity middleware, HR tech for healthcare, martech for ad agencies, wealthtech for family offices, to name a few. That range gives me transferable pattern recognition across industries, which is more useful than whatever's trending on LinkedIn.
A freelancer executes a scope you define. A consultant works within the scope of a project. A fractional CMO does both and stays accountable for what happens next. I sit in your leadership meetings, own the numbers, set the priorities and do the work alongside your team.
Most engagements run six to twelve months. Some start shorter and extend when the scope is deeper than expected. The format is flexible: one to two days a week.
Probably, and it's not a knock on the agency. Most agencies that say they handle strategy come from advertising or digital marketing, and what they mean is channel strategy: which platforms, what content, what spend. That's valuable expertise, and it's one part of the picture.
A fractional CMO sets the agenda that guides them, and makes sure the agency's work adds up to something.
It depends on the fractional CMO. Marketing leaders come from different places. Some grew up in brand and communications, some in media and digital, some in product marketing. That background is usually a tell on what they're comfortable owning, and sales is often not on the list.
I've led revenue and sales teams before, so I take that on. It's why I prefer to use go-to-market (GTM) rather than marketing. I treat sales and marketing as one commercial function.
If you already have a head of sales, the pairing works well. They manage the sales team. I handle everything around it: positioning, demand, ops, reporting, and the handoffs between the two.
Yes! Not every company needs someone to be around for more than a few hours a month.
Some need a senior thinking partner on a lighter cadence: someone to pressure-test priorities, review the marketing plan, and coach a junior marketer or founder through execution. I run that as a coaching format, typically a few sessions a month.
That might be the right move. Hiring before you know what the role needs to be can be a costly mistake. I've seen companies hire a demand generation specialist when the problem was positioning, or a content marketer when the problem was that nobody had defined the ICP. A fractional engagement can answer the "what do we actually need" question first.
Usually when the function is producing repeatable results and the bottleneck shifts from "what should we do" to "who's going to keep doing it." That's the signal. At that point, I help you plan the transition.
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Tell me how things are going