Two to three days a week, inside your company. I own the KPIs, run the team, and report directly to you. Not a typical consultant. Not a deck creator. Your actual marketing leader.
I'm in your leadership meetings. I review pipeline with sales. I build the roadmap and make the calls a CMO makes. The difference from hiring a full-time CMO is cost and commitment, not the work.
The first 30 days are diagnostic: positioning, ICP, funnel health, competitive landscape, team structure. By day 60 there's a two-quarter roadmap with sequenced priorities. By day 90 there are noticeable improvements that weren't there before.
Your existing marketing hire gets better under this model. I provide the strategic direction and mentorship a CEO doesn't have bandwidth to give. The hire you already made becomes significantly more effective without a second full-time salary.
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.
GTM audit, positioning review, ICP assessment, funnel health, competitive landscape, team structure. Full picture before any strategy is set. No assumptions, no generic frameworks.
A two-quarter roadmap with sequenced priorities and named owners. The highest-leverage initiatives start moving. Your team has something to execute against for the first time.
Pipeline is moving differently than it was 90 days ago. We report against the numbers we agreed on. Month-to-month from here. The goal is to build something that runs without me, documented well enough for the full-time CMO you eventually hire.
Most B2B SaaS marketing engagements track hours. This one tracks outcomes. Before day one, we agree on the specific numbers I will move: pipeline, SQLs, ARR contribution. The roadmap is built around hitting those numbers, not around filling a calendar.
If the strategy isn't working, I change the strategy. Not the reporting. Not the framing. The actual strategy. That's what it means to own the outcome rather than the deliverable.
I keep the client list to two or three companies at a time. That's not a marketing line. It's the only way this model works. Your company gets real embedded leadership, not a fraction of someone's attention split across ten clients.
It depends on what's burning. Early in an engagement, more time goes to diagnosis: interviews with your team, funnel analysis, competitive review, understanding what's actually happened versus what the board deck says happened.
Once there's a roadmap, the rhythm settles into leadership meetings, weekly pipeline reviews with sales, regular check-ins with whoever owns marketing execution, and async availability for decisions that can't wait. I'm not clocking in and out. I'm there when it matters.
Then I change it. Before day one, we agree on the specific numbers I'm moving: pipeline, SQLs, ARR contribution. If those aren't moving the way we said they would, I'm the one responsible for figuring out why and changing course.
Not adjusting the forecast. Not reframing the narrative. Changing what we're actually doing. That's what this is supposed to mean.
They get better. Most Series A B2B SaaS marketing hires are capable people who are stuck because nobody above them is setting direction. They execute well but they don't have the seniority to make big calls or push back on requests that would dilute the plan.
I close that gap. I set the direction they execute against, mentor them directly, and give them cover to say no when the answer should be no.
I keep the list to two or three companies at any given time. That's not a positioning line. It's the only arrangement where each company gets real attention instead of a fraction of divided focus.
I also don't take clients in the same vertical at the same stage. Your competitive context doesn't end up somewhere I've been recently.
Tell me where you are. I'll tell you honestly if I think I can help. That's the whole call.