Most GTM problems are positioning problems in disguise. I work with leadership teams to diagnose what's actually blocking growth — and counsel on the strategy to fix it.

• Go-to-Market Strategy
  Advising on GTM strategy at the points where it matters most — new market entry, motion changes, ICP shifts, and competitive repositioning.

• Marktech and AI Stack Strategy
  Advising leadership teams on martech investment decisions — particularly where AI is changing what the stack needs to do and what it no longer needs to include.

• Analytics & Performance Modelling
  Advising on measurement strategy and the metrics that actually matter — including how to make the case for marketing investment in financial terms that resonate with CFOs and boards.

The most common marketing problem isn't strategy — it's not having the right people, in the right structure, with the right leadership to execute it. I advise on all three.

• Marketing function design — advising leadership teams on how to structure, hire, and develop a marketing function that matches the stage and ambition of the business, including where AI changes what you need from your team

• Senior marketing hiring — counsel on defining the right role, the right profile, and the right questions to ask. Particularly useful for CEOs hiring their first or second CMO

• Leadership coaching and mentoring — coaching and mentoring senior marketers and emerging CMOs on commercial leadership, AI-native ways of working, and the financial fluency that earns credibility at board level

For access to vetted offshore marketing talent, see [Offshore Marketing Talent →]

Investors scrutinise marketing harder than most leadership teams expect. I help them prepare for that — building the commercial narrative and measurement framework that holds up under financial due diligence.

• Investor readiness — advising leadership teams on the marketing capabilities, metrics, and operating model that sophisticated investors expect to see, and how to close the gaps before they become diligence issues

• Fundraising narrative — counsel on how to frame marketing as a commercial asset in fundraising conversations, connecting marketing strategy directly to revenue potential and market opportunity

• GTM plans and forecasts — advising on go-to-market plans and marketing forecasts that stand up to investor scrutiny, grounded in financial rigour, not marketing optimism

Most marketing functions are adding AI tools. Few are rebuilding around AI in a way that actually changes outcomes. I advise leadership teams on the difference — and how to close it.

• AI readiness assessment — advising leadership teams on where their marketing function stands on AI adoption, where the real gaps are, and what a credible transformation roadmap looks like in practice

• AI operating model — counsel on how AI changes the structure, skills, and ways of working a marketing function needs — including what it means for hiring, agency relationships, and budget allocation

• Agentic marketing strategy — advising on how to move beyond AI-assisted tasks toward AI-native marketing workflows that compound over time, with the governance framework to manage it responsibly

• Board and leadership education — helping boards and leadership teams build enough AI fluency to ask the right questions, make the right investments, and hold their marketing function accountable for AI adoption

Currently: CMO at Supermetrics

Full-time executive marketing leadership across a dual PLG and SLG go-to-market motion, with responsibility for brand, demand generation, product marketing, and AI-driven growth strategy.

• 200,000+ customers globally

• Dual PLG/SLG go-to-market motion

• Marketing function leadership across brand, demand, and product marketing

• AI adoption and transformation at scale

For select B2B companies, I provide senior marketing counsel on a retained advisory basis — working directly with the CEO or leadership team on strategy, GTM, AI adoption, and marketing's commercial positioning.

• Retained advisory engagements with a small number of B2B and B2C companies

• Direct counsel to CEOs and leadership teams

• Focused on strategy, AI transformation, and commercial marketing leadership

I serve as a non-executive director or board advisor for ambitious B2B companies where a rigorous, AI-native CMO perspective adds value at governance level — particularly where marketing strategy is a growth-critical board decision.

• Non-executive director and board advisor roles

• Marketing and commercial growth perspective at governance level

• Particularly suited to B2B companies at scale-up or pre-IPO stage