Former CMO at two ARR rocketships (Loom, Vercel). Now I work with one or two operators a year on the parts of growth that don't show up on the dashboard until they do — positioning, pricing, channel concentration, paid-to-organic ratios, the things you only see clearly from the outside.
I keep the menu narrow because I take few clients. Every play has a defined output and a finite duration. If you need something else, I'm probably the wrong call — and I'll say so on day one.
Two-week sprint, fixed fee. I rebuild your category position, ICP, and core narrative based on win-loss interviews and a tear-down of your top three competitors. Output: a 24-page doc and a one-hour board read-out.
Two days a week embedded with your CEO, product, and marketing leads. We run the next 90 days of growth experiments as if I worked there. Six-month minimum. Used by teams between Series B and D without a senior marketing leader yet.
Four-week intensive for teams about to enter a new segment, geography or product line. Output: a sequenced 12-month GTM plan with hiring map, channel budget allocation, and a measurement framework.
For VPs of Marketing about to step into a CMO role, or first-time CMOs in their first year. Monthly 90-minute call plus Slack and ad-hoc reviews. Annual term.
References available on request. Logos withheld until clients clear them publicly — most appear quietly first.
The team had won the early developer narrative but a faster-moving competitor was eating their enterprise expansion. We rebuilt the positioning around platform durability, ran a pricing test that lifted ACV 41%, and shipped a category-pivot in time for Series D.
The team was selling a feature set when they should have been selling a movement. Twenty win-loss interviews and a competitive tear-down later, we shipped a new narrative that the founder read out at the next all-hands. Board adopted it the same week.
The team wanted to launch in the UK and Germany without diluting the focus that got them to $80M ARR. We built a sequenced plan that staged the launch behind a separate, ring-fenced GM, with shared brand but distinct paid budgets and ICP definitions.
If we shouldn't work together, I'll tell you in the first ten — and point you toward someone better suited. The real cost of working with the wrong advisor is half a year.
Book the call →I built marketing functions at two companies that you've heard of and one that you haven't. The first was a creator-tools company that crossed $100M ARR while I ran growth; the second is a developer infrastructure platform you have probably installed in the last week. The third doesn't matter because the only reason it matters that I worked there is that they didn't make it.
I left the CMO seat in 2023 because I noticed that the work I cared about most — the strategy work, the narrative work, the diagnostic work — got worse the larger the team I managed got. The advisor role gives me back the part of the job I love, with the part I don't love deleted.
I take one to two embedded engagements at a time, plus four to six positioning audits a year. That's the entire calendar. When I'm not full, I write — mostly on Substack, occasionally for First Round Review.
Best path is a 25-minute intro call. No deck required. If you'd rather email first, that's fine too — I read everything that lands at the address below.