Fractional CMO · B2B SaaS & fintech
We get clear on what’s holding growth back, agree what matters most and get to work. Here’s how the first 90 days can take shape.
A guide to the work, shaped around your business. £800/day, 30-day rolling.
Marketing leadership for your next stage.
Days 1–30
I work backwards from the commercial target and listen to the people closest to the business. We use that evidence to choose the work most likely to improve performance.
I establish what marketing needs to contribute and test the assumptions behind the target. That gives us a basis for deciding where to spend time and money.
I review customer evidence to establish who we should target and why they would choose you. Sales calls, recent wins and losses, and conversations with the team help test the picture.
I trace the journey from first contact to customer value to see where performance breaks down. A shortage of demand needs a different response from weak conversion or slow follow-up.
I combine the evidence with the team’s experience to choose a small number of priorities. Useful work starts during the review, especially where a problem is already well understood.
Days 31–60
I turn the priorities into work the team can deliver and stay close to the results. Short working cycles make it easier to fix problems and act on what we learn.
I take responsibility for delivery within the agreed remit and stay close enough to improve the work itself. That includes supporting your team, directing agencies and getting hands-on where needed.
I work with sales to make sure interest receives the right response. We agree how prospects move forward and who is responsible at each stage.
A test should help us make an investment decision. I focus on the assumptions that matter most and agree how we will judge them before the work begins.
Days 61–90
I review what has changed and recommend the next priorities. Investment decisions reflect the results, the sales cycle and what the team can sustain.
I compare performance with the starting point and explain what has changed. The review separates commercial results from completed activity and allows for the time customers take to buy.
The next plan follows what we have learned about the business. I recommend where more investment is justified and where the return depends on fixing something first.
I help the business build the capability to sustain the work. The next step may be continued fractional leadership, a permanent hire or a team ready to operate with less support.
The starting point is different for every business. Here’s how I adapt.
When the proposition or market is still being tested, I focus on buyer evidence and the assumptions that will determine whether growth is viable.
When the direction is established, I look for the constraint preventing the business from growing efficiently. The work builds on what is already delivering.
We agree the scope, days and responsibilities before starting.
We agree what you need, the days involved and what I’ll take responsibility for.
I join your existing team and get the work moving, using the people and tools already in place.
You’ll know what’s moving, what’s blocked and where I need your input.
You should have clear priorities, work underway and evidence to guide the next decisions. Revenue impact will depend on your starting point and sales cycle.
Yes. I work alongside your employees, agencies and specialists, keeping what works and addressing gaps.
No. The first 90 days describe my approach, not a minimum contract. I work on a 30-day rolling contract.
Tell me what you want to achieve, where growth is falling short and what support the team needs. We can work out whether I’m the right fit.
