Your business has grown.
Your marketing needs
someone to lead it.
I work with founders who are ready to hand over more of the responsibility for marketing, but aren't ready to hire a full-time marketing executive.
As a fractional marketing leader, I help you figure out what marketing should be doing, make the decisions that keep it moving in the right direction, and lead the people and partners doing the work.
Turn On The Light
YOU HIRED MARKETING HELP.
SO WHY ARE YOU STILL THE ONE EVERYONE COMES TO?
Maybe you have someone managing social, an agency running ads, a freelancer handling email, or an employee who has slowly taken on more of the marketing. The work is getting done.
But you're still the one deciding what they should focus on. You're sitting through the update calls, weighing everyone's recommendations, answering questions about what's coming next, and trying to figure out whether any of it is actually helping the business grow.
That made sense when the company was smaller and you were closer to every part of the business. But the company has grown, the marketing has gotten more complex, and you're still the person everyone relies on to keep it moving in the right direction.
You should still have a voice in marketing. You just shouldn't have to personally lead every part of it.
AT SOME POINT, SOMEONE HAS TO OWN THE WHOLE PICTURE.
Your social media manager can tell you what's happening on social. Your agency can tell you how its campaigns are performing. Your sales team can tell you what they're hearing from customers.
All of that information matters. The harder part is figuring out what it means for the business.
What should marketing be focused on right now?
Where is it worth investing more?
What isn't worth pursuing?
Does the team understand what the business is trying to accomplish?
Are your agencies and freelancers working toward the same priorities?
What should change when sales starts hearing something different from customers?
Those are marketing leadership decisions.
Fractional marketing leadership gives you someone who can make those connections, provide direction to the people doing the work, and help you make better marketing decisions without adding a full-time marketing executive to the team. You get the senior-level strategy and oversight you'd expect from a VP of Marketing or fractional CMO, at a level that makes sense for where your company is now.
MARKETING STARTS WORKING DIFFERENTLY WHEN SOMEONE IS RESPONSIBLE
FOR LEADING IT.
The conversation changes from “What should we post next month?” to “What does the business need marketing to accomplish this quarter?”
A recommendation from an agency doesn't automatically become another thing you agree to try. There's someone looking at how it fits with everything else you're doing before you spend the money.
When sales starts hearing the same objection over and over, that information makes its way back into marketing.
When you're considering a new offer, location, partnership or growth plan, marketing is part of the conversation early enough to actually support it.
And when something unexpected happens, you have someone who understands enough of the business to help decide whether the plan should change.
You still know what's happening in marketing. You just don't have to be the person making sense of every piece of it.
I'VE SPENT A LOT OF MY CAREER IN THE ROOM WHERE THESE DECISIONS GET MADE.
I've worked directly with VPs, SVPs and CMOs across consumer businesses, helping shape marketing strategy, build teams and processes, manage budgets, lead agency partners, and figure out what marketing needed to do when the answer wasn't obvious.
A few of the experiences that shaped how I approach the work today:
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I joined Pure Fishing to lead social across a portfolio of 11 brands and helped change how the function operated inside the organization. Over three years, I built the team from one full-time employee and freelance support to a team of six plus me, brought influencer marketing into the function, established regular touchpoints with brand leadership, and built reporting that connected the work back to the business.
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I joined nobilia North America, an established organization, that had never had an internal marketing team. I worked directly with the CMO to understand what was and wasn't working across social, digital, messaging, the customer journey, sales, and external partners.
That experience taught me as much about what marketing needs from the rest of the business as it did about the marketing itself.
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When an organic TikTok gave an existing COVERGIRL product an unexpected opportunity to reach a younger audience, I was part of the team that decided to act on it and led the creator outreach, negotiation and contracting needed to make it happen quickly.
Within roughly 48 hours, the content was being boosted. It went on to generate more than 10 million views and $1M+ in incremental sales for a single SKU.
None of this work happened in a vacuum. The best marketing I've been part of has always been collaborative, with people bringing different expertise, context, and perspectives to the table. My role has often been helping connect those pieces, and that's still a big part of how I work today.
I WANT TO BE THE PERSON YOU CALL BEFORE YOU MAKE THE MARKETING DECISION.
You're thinking about hiring someone internally and want to make sure you're hiring for the right role.
An agency recommends increasing spend and you want another perspective before saying yes.
Sales keeps bringing up the same issue and you're wondering whether marketing needs to change because of it.
You're working on a new offer and want marketing involved before everything has already been decided.
Something isn't working, but nobody seems to agree on what the actual problem is.
Those conversations are part of the work.
Because the more context I have about your business, the better I can help you make those decisions, give direction to the people doing the work, and make sure your marketing strategy keeps supporting where you're trying to go.
When I come into a business, I spend time listening. I want to understand where the company is going, what the founder sees, what sales is hearing, what the marketing team is working on, how outside partners are performing, what's been tried before, and where each person thinks the problems are.
Because they won't always agree.
And that's useful too.
My job is to take all of that context, look at what's actually happening, and figure out where marketing should focus first. From there, we can build the strategy, get the right people working toward it, and create a clearer way to make decisions as the business changes.
BEFORE I START CHANGING THINGS, I NEED TO UNDERSTAND WHY THEY'RE HAPPENING IN THE FIRST PLACE.
THERE ARE A FEW WAYS I CAN STEP IN.
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Ongoing senior marketing leadership for founders who are ready to hand over more of the responsibility for strategy, decision-making, and managing the people and partners doing the work.
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Focused strategy work for growing businesses that need clearer direction before they make their next marketing investment or build out the team responsible for it.
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A focused advisory session when you have a specific marketing problem or decision you want to talk through with an experienced marketing strategist.
YOU DON'T HAVE TO FIGURE OUT WHAT KIND OF MARKETING HELP YOU NEED BEFORE YOU REACH OUT.
Tell me what's happening in the business, what you're trying to accomplish, and where marketing currently fits into it. We can start there.
I work with B2C founders locally in Charleston, South Carolina and remotely with businesses across the U.S.