Work with me
Make marketing more commercial, accountable, and useful to leadership.
I work with companies at inflection points where marketing needs to mature from execution support into a revenue-connected growth function.
The diagnostic
The issue is rarely “we need more marketing.” The issue is usually deeper.
The market story is unclear. Demand is being created but not converting efficiently. Sales lacks leverage. Product capabilities are under-commercialized. Budget is spread across work that no longer earns its place. Leadership does not have enough visibility into what actually drives growth.
That is where I help.
When I’m useful
I’m most useful when the mandate is bigger than campaign performance.
I work best where the company does not just need more execution. It needs clearer commercial judgment and a stronger operating system behind growth.
01
The Market Story Is Unclear
The company has evolved, but the positioning, website, sales narrative, or category story has not caught up.
02
Sales Needs More Leverage
Sales is carrying too much of the commercial burden because marketing is not creating enough clarity, proof, segmentation, or follow-up support.
03
Product Innovation Is Under-Commercialized
New products, platforms, data assets, AI-enabled workflows, or service capabilities need to be translated into market-facing value.
04
Marketing Spend Needs More Discipline
Investment needs to be evaluated like a portfolio of business decisions, not a fixed annual allocation.
05
The Operating Model Has Not Caught Up
The team is active, but the planning rhythms, roles, handoffs, measurement, or decision rules are not mature enough for the company’s ambition.
Ways to work together
Three ways to engage.
The shape of the work depends on the constraint. These are the most common starting points.
Executive Advisory
For CEOs, CMOs, founders, PE operating partners, and growth leaders who need senior-level marketing judgment on strategy, positioning, GTM priorities, investment decisions, or transformation.
Useful for
- →pressure-testing a marketing strategy
- →clarifying GTM priorities
- →evaluating marketing investment
- →sharpening positioning or narrative
- →preparing for executive or board-level decisions
Typical format
Monthly advisory, focused working sessions, or project-based support.
Marketing Transformation Sprint
For companies that need a practical diagnosis, focused roadmap, and clearer operating model before changing team structure, spend, systems, or strategy.
Useful for
- →identifying the real growth constraint
- →clarifying what marketing should stop, start, fix, or scale
- →improving Marketing/Sales alignment
- →professionalizing planning and reporting rhythms
- →building a 90-day transformation roadmap
Typical format
A focused sprint designed to move from diagnosis to practical operating plan.
AI Agent Marketing Workflow Audit
For teams exploring AI agents and trying to decide what should be automated, kept human, redesigned, or removed.
Useful for
- →avoiding automation of broken workflows
- →identifying high-value AI-agent opportunities
- →mapping human-versus-agent responsibility
- →setting risk and autonomy levels
- →building a first 90-day AI-agent roadmap
Typical format
Workflow audit, readiness map, opportunity scorecard, and prioritized implementation path.
How the work starts
Start with the constraint. Build the system around it.
The work does not begin with a marketing calendar. It begins with the business constraint.
Once that is clear, the path gets simpler: focus the work, build the system, and measure what changes decisions.
01
Diagnose
Find the business constraint behind the marketing symptoms.
02
Focus
Separate the work that matters from the work that only creates motion.
03
Build
Create the roadmap, system, workflow, narrative, or decision model the team can actually use.
04
Measure
Track the signals that show whether marketing is improving commercial performance.
The goal is not more marketing activity. The goal is a clearer commercial system.
Engagement
Start with the business constraint.
Where does revenue come from today? Where does demand fail to convert? Where does Sales lack leverage? Which capabilities are under-commercialized? Which investments still earn their place?
For executive roles, advisory conversations, transformation mandates, or speaking inquiries: