Work with me
Senior growth leadership,
without the full-time hire.
I work with a small number of companies at a time. Every engagement starts with the same question: what is actually blocking growth, and what would it take to fix it. The shape of the work follows the answer.
Engagements
Four ways companies bring me in.
01
Fractional CMO / Growth executive
The work
I take the growth and marketing seat: own the number, set the strategy, run the function, build and coach the team, and sit in the executive conversations where growth decisions actually get made.
Best when
You need executive judgment now, are not ready to commit to a full-time CMO, and want the function to be in good shape when you do hire one.
02
Growth and GTM
The work
Hands-on work on the specific thing that is stuck: positioning and ICP, the acquisition mix, activation, retention, pricing and monetization, or a launch that has to land.
Best when
There is a team in place and a clear constraint, and you want someone senior in the work rather than another plan to read.
03
AI adoption for marketing and growth
The work
Decide where AI belongs in the growth system and where it does not: research, content, creative, lifecycle, acquisition and reporting. Then redesign the workflows, the tooling and the roles around it.
Best when
The team is experimenting without a point of view, or leadership needs a realistic answer on what changes and what headcount still has to be human.
04
Founder and executive advisory
The work
A standing conversation with the founder or CEO on the growth decisions that are hard to make alone: sequencing, hiring, budget, org design, and what the board should be told.
Best when
You have a capable team and want an operator who has made these calls before to pressure test yours. Usually a monthly retainer or an advisory role.
How it runs
No deck-and-disappear.
Engagements usually start with two weeks to read the business, then run in quarters with a weekly cadence. I am in the reviews, in the hiring loops, and in the work itself. You will know by week three whether it is working.
Weeks 1 to 2
Diagnosis. Customers, funnel, economics, team and product. One written point of view on the constraint.
Weeks 3 to 6
Decide the bets, set the measures and owners, and start the first work in market.
Quarter one
Build the operating system: channels, lifecycle, reporting, the weekly review, and the first hires.
Ongoing
Run it, hire into it, and hand it to the person who will own it next.
A good fit
Consumer or B2B technology companies with real traction and a growth number that matters.
Founders who want an operator in the room, not a vendor.
Teams ready to act on what the diagnosis says, including the uncomfortable parts.
Not a fit
Companies looking for an agency to execute a plan that is already fixed.
Pre-product companies with no customers to learn from yet.
Mandates where growth is expected to make up for a product nobody comes back to.
Also available for
Speaking and workshops
Keynotes, panels, podcasts and closed-door sessions for founders and growth teams. Recurring subjects: what actually breaks when a company scales, practical AI adoption inside a growth function, and building acquisition that survives a change in the market.
Let’s talk about what’s stuck.
Send the short version. I read every note myself and reply with either a proposed scope or a straight answer about what would help more.