I've spent 25 years building and leading marketing functions at B2B SaaS companies from zero-to-one at Series A through growth stage. Now I bring that experience directly to the companies that need it most: founders who have real PMF and need a senior GTM leader without the full-time overhead.
I started in design at Carnegie Mellon before moving into marketing. That background turns out to matter. I think about positioning visually and GTM motion the way a designer thinks about systems: everything connects, sequencing matters, and the details either compound or collide.
My first real SaaS marketing job was building a function from scratch. No playbook, no team, a product people liked and a pipeline that didn't exist. I made every mistake worth making. Then I spent the next two decades figuring out what actually moves pipeline, across developer tools, infrastructure, hardware SaaS, life sciences, and enterprise software.
At DigitalOcean, I scaled the team from 24 to 47, launched 16 products, and grew the community to millions of monthly visitors. At BioRender, I was the first marketing leader, built the full GTM motion from one person to ten, and drove the majority of enterprise pipeline. At Sift, I built the BDR function from zero. Within a year it was generating half of total pipeline.
The pattern is the same every time. Smart team, real product, GTM motion that isn't moving fast enough. My job is to figure out why, build the right things in the right order, and move the number. That's still the whole job.
I keep the client list short on purpose. The work only holds up if I'm actually in it, not advising from a distance. If you're at Series A or B, you have real PMF, and your GTM isn't moving the way it should, let's talk.
Before day one, we agree on the numbers I will move. Pipeline, SQLs, ARR. The roadmap is built around those. I report against them every month. If the strategy isn't working, I change the strategy. Not the reporting.
The wrong first hire or the wrong first initiative costs you 12 months. Most early-stage marketing failures aren't resource problems. They're sequencing problems. Getting the order right is most of the job.
Most founders have already made one good marketing hire who's stuck because there's no senior direction above them. I provide that layer. You get two people performing at once, not one full-time CMO who sidelines everyone else.
The goal isn't to be embedded forever. It's to build a GTM motion that works and leave it documented well enough that the full-time CMO you eventually hire walks into something ready to run.
Tell me where you are. I'll tell you honestly if I think I can help. That's the whole call.
