Fractional CMO · Strategy · Go-to-Market · Customer Experience

Senior marketing leadership, without the full-time hire.

Your marketing spend has grown with the business. The leadership directing it hasn't. You've got a team, an agency, campaigns — and no one senior enough to say whether it's the right activity.

Your Head of Marketing has resigned and the replacement search will take five months.

The board asked what the marketing spend actually returns, and there wasn't a good answer.

Growth has flattened and the explanations keep changing.

You've just raised capital and the go-to-market story needs to hold up in the boardroom.

You suspect the agency is selling activity, not outcomes.

Someone's proposed a rebrand as the fix for a growth problem.

Most growth doesn't come from your loyal customers, your database, or the segment your last agency built a persona for. It comes from people who barely know you — buying when they happen to need what you sell.

So the job isn't deepening loyalty with people who already buy from you. It's making sure that when any buyer, loyal or not, has that need, you're the obvious name that comes to mind — and easy to find and buy from once it does.

That's the lens I bring to every engagement. It changes where the budget goes, what the brand needs to be known for, and which metrics are actually worth watching.

Be remembered when the need arrives. Be found when they go looking.

Marketing strategy

What the evidence says about your category, which segment is actually worth winning, and what to stop doing. Written so the board can read it and the team can run it.

Go-to-market

One message, the channels that earn their place, and a sequence with dates against it. The test is whether your existing team can execute it on Monday without me in the room.

Customer experience

Journey mapping that finds the two or three points where people quietly give up. Usually cheaper to fix than the channel spend that was meant to compensate for it.

Interim marketing leadership

Standing in as the senior marketer while you recruit, restructure, or decide what the role should be. Includes running the team, the budget and the agency relationships.

Marketing diagnostics

A structured read of what's working, what isn't, and what the numbers can and can't tell you. Often the right first engagement, because it settles the argument before anyone spends money on it.

Team and capability

Whether the structure fits the work, where the gaps are, and what to hire next. Sometimes the answer is fewer people and a clearer brief.

Diagnose

Two to three weeks in the data, the market and the team. You get the evidence base, not an opinion.

Decide

Segments prioritised, messaging finalised, and the two or three moves that actually matter identified. Everything else gets named and set aside.

Hand over

An operational plan transferred to your existing team, with the reasoning built in so the decisions hold up through whatever changes next.

Ag-tech: “we're moving to resellers”

A go-to-market shift from selling direct to farms to selling through resellers. That changes who your customer is: the reseller does the buying, but stocks what farmers ask for. The work was a new ideal customer profile, an account-based strategy across both, and a value proposition with the messaging and positioning to carry it.

Mining technology: “we can't get the reports we need”

The reports already existed — their filters were hiding most of the pipeline. Underneath, nobody had agreed what a deal is: ten pipelines where one was real, deals logged per product rather than per contract, and placeholder values on open deals. The work is a diagnostic, an agreed deal model, an account structure down to site level, and a data entry guide to keep it clean.

Twenty years in senior marketing roles, most of it in-house rather than in an agency — which means I've had to live with my own recommendations, not just hand them over and move on.

I work with businesses that already have a marketing function and no senior strategist above it — usually $20–100M revenue.

I'm direct, I show the working, and I'll tell you when something's rubbish. Nicely.