Work with me
I start from the business, not from a scope of work
The useful version of this work happens in two situations: marketing is active but it is unclear what is actually limiting growth, or several disciplines — positioning, discovery, buyer evaluation, content operations, measurement — have to work as one system and currently do not. Scope follows the diagnosis, not the other way around.
Two paths
Which one you need depends on whether the problem is named yet
Pick the sentence closer to your situation. There are only two engagements, on purpose.
Entry engagement
Technical B2B Growth Diagnostic
€2,500
Fixed. Focused sprint, typically completed over about two weeks.
A CEO, VP, or Head of Marketing at a complex B2B software company where marketing is running but it is not clear what is limiting growth.
What it looks across
- Business context: stage, model, sales motion, and what the numbers are being asked to do
- Category and market: how the space is understood and who else is defining it
- Product and positioning: what has to be understood before anyone can buy
- Discovery: search, and AI-assisted discovery where it is material to the category
- Website and buyer evaluation: what a technical buyer can actually verify
- Content system and lifecycle: what exists, what compounds, what is production noise
- Measurement: whether the reporting model can even see the thing you are trying to change
What you get
- A written diagnosis: the constraint as I read it, and the evidence behind that reading
- Prioritized issues, separated from the ones that look urgent but are not the constraint
- A 90-day direction with the sequencing logic attached
- An explicit list of what the evidence does not support yet
One engagement, no ongoing commitment. Sometimes the conclusion is that the problem is not marketing's, and that is a legitimate result.
Where this tends to work
- A complex B2B product or category, where understanding the thing is part of the marketing problem.
- A technical or otherwise sophisticated buyer who evaluates rather than reacts.
- A small marketing team that can already execute — the gap is direction, not hands.
- Something real exists to analyze: product, traffic, content, pipeline, sales motion, customer evidence.
- Marketing feels fragmented, hard to measure, or has hit a ceiling nobody can explain.
- You want senior diagnosis and prioritization, not another production resource.
Probably not a fit
- Pre-product-market-fit, still searching for what the product is.
- Ongoing article production, or large-scale keyword and content output.
- Paid media management, or a social media calendar.
- Daily Slack, daily standups, or always-on availability.
- CRM administration, or website development as an implementation service.
- Running the whole marketing department.
- Unlimited revisions, or general marketing support without a defined question.
None of these are bad work. They are simply better served by someone whose model is capacity, where mine is judgment and prioritization.
Tell me what’s not working
The most useful first message isn’t a polished brief. It’s the business context and the question you can’t currently answer — that’s where any conversation would start anyway. LinkedIn is the real channel; there is no form and no calendar link.
Company / product: What changed, or what prompted the question: What isn't working, or what we can't currently explain: Evidence available (traffic, pipeline, funnel, sales/customer data): Constraints — what the team can realistically execute:
If you’d rather read first, the work and the writing are the honest version of a pitch.
The advisory engagement is a fractional arrangement in the descriptive sense: part-time senior involvement, capped at two recurring clients. It is not a fractional marketing department.