I solve
marketing puzzles.
Ten years in marketing, from campaigns to running a department, with a solid technical background.I've spent ten years in marketing, from running campaigns to running a department. My technical background comes in handy when a project crosses into data, development or automation.
Working with me
Some clients need someone to run marketing. Others have a team in place and want advice, an audit or help with a defined project. The arrangement depends on what you need me to take on.
Marketing leadership
I take on the day‑to‑day running of marketing. I agree priorities and a budget with management, brief the specialists and coordinate their work. When the job needs another skill, I bring in the right person. This can be an ongoing fractional CMO role, or temporary cover while you recruit a marketing manager.
The new website is stuck between suppliers.
The developer needs copy, the writer needs a brief and the agency needs to prepare the campaign. You have become the person coordinating it all. I take over that coordination, resolve the gaps in the briefs and put the work in order. I bring management the issues that need approval, such as a change in budget or timing.
- Business priorities become specific workI turn what the company needs into jobs with names and dates against them, then stay involved while they are being done.
- Suppliers are coordinatedI brief them, review what comes back and resolve whatever is holding the work up.
- Costs and results are reviewed togetherWhere the money went, what came back, and what happens to leads after the sales handover.
- Priorities are adjusted with managementBudgets and plans change as the work develops; the two of us keep them current.
Before we begin, we agree what I am responsible for, who else is involved and how we will review progress.
Advisory
Bring me a budget, an agency proposal or a change you are considering. I will review the evidence with you, ask about what is missing and explain what I would recommend. We meet regularly, with advice between meetings within the scope we agree. Your team or suppliers continue to handle the implementation.
Your agency wants a larger budget. The report does not explain the case.
I examine what the current spend has produced, which leads became sales and whether the measurement supports a comparison at all. I discuss the gaps with the agency and set out the evidence for increasing spend, the reasons against it and what remains unknown. If the case is incomplete, I identify what needs checking first.
- A plan, a major investment or a supplier proposalWe go through what it rests on and what would have to be true for it to work.
- Agency work and the sales handoverHow the two fit together, and where the connection breaks.
- Reporting that answers management's questionsFew enough numbers to read, chosen for the decisions you actually make.
- A marketing role and its candidatesWhat the role covers, and how to tell who can do it.
Marketing audit
I review measurement, campaigns, the team's work and what happens between an enquiry and a sale. I look for the gaps in the data and in the process, then put the recommended changes in order. We agree the scope, deadline and price before I start.
Marketing reports more leads. Sales has not seen the increase.
I compare what the advertising platforms count, what reaches the CRM and what happens in sales. The gap could come from measurement, lead quality or the handover; the report alone will not say which. You get the causes the records support, the fixes and who should take them on.
- What is measured, and which figures can be trustedNot every number in the dashboard means what its label suggests.
- Campaign costs, lead quality and the link to salesIncluding what happens to an enquiry after it leaves marketing.
- Responsibilities across the team and suppliersWho does what, who approves it, and where work waits.
- The changes, in priority orderWith the person or supplier who should take each one on.
You receive the main findings and a plan showing what to address first and what can wait.
Marketing due diligence
Before an investment or acquisition, I examine the marketing assumptions behind the plan. I compare the reported results with advertising accounts, analytics and CRM records, and assess how much future performance depends on particular people, suppliers or channels.
The target reports low acquisition costs and a promising pipeline.
I check how the company calculates acquisition costs and how its past pipeline converted into sales. I also examine account ownership and data access. The assessment separates claims supported by source records from assumptions that remain unverified, including what the marketing depends on once the current people and suppliers move on.
- Where customers come from, and what they costRead from the accounts rather than from the deck.
- How opportunities move, and how often they closeThe pipeline as the CRM records it.
- Dependence on key people, suppliers and channelsWhat continues working after the transaction, and what might not.
- Ownership of accounts, data and measurement historyWho holds them, and who has access.
You receive a written assessment of the marketing assumptions and the risks identified. The scope reflects the available records and the stage of the transaction.
Projects
Market entry, a product launch, research or agency selection may call for a defined assignment. I take on the agreed work and deliver what your team needs for the next step.
You are preparing to enter Germany. So far, the website has been translated.
I examine the audience, the offers you will be compared against and a practical way to test demand before a full launch. We use the response to assess what needs changing. The deliverable is an evaluation of the test and the proposed next steps, with the limits of what the test can tell us made explicit.
- Markets and launchesTest demand, examine the competition and the buying process, and plan market entry or the first months of a launch.
- Research and brandDevelop the research brief and method, work on positioning or set up repeatable brand tracking.
- Agency selectionPrepare the brief, find suitable suppliers and compare proposals against the same criteria.
- Plans and budgetsTurn business objectives into activities and a marketing budget for the next twelve months.
We agree the deliverable, timing and price at the start. If you also need implementation, we define that separately.
Getting started
Tell me what's happening
I'll ask about the context and explain whether the work is something I can take on.
I'll send a proposal
It sets out the deliverable, timing and price. For ongoing work, it also covers the scope and the first priorities.
We review the records and involve the right people
Once the proposal is agreed, I learn how the work currently runs and begin the assignment.
A few things don't change
You work directly with me
If a specialist joins the project, you know who they are and what they'll handle before they start.
Your accounts and files stay with you
I work in company accounts, save files where your team can access them and record important decisions.
I don't offer routine social media or content production on its own
When the wider assignment needs that work, I bring in a specialist and manage it.
Tell me what you're trying to sort out
A few lines about the situation are enough. I'll read them and suggest a sensible way to begin.
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