The Hands-on Marketing Leader Your Business Needs.
I embed as your marketing leader two to three days a week. I build the strategy, own the execution, develop the team, and hire my replacement when the time is right. Then I hand it over.
Do Either Of These Sound Familiar?
If so a 30min call will tell us both if I'm the right fit.
01
You Have No Marketing Function
You’ve grown through founder-led sales. You have VC money and pressure to build repeatable pipeline. You know marketing needs to happen, but you don’t know what good looks like, what campaigns to run, what to hire for first, or how to build something that actually drives revenue rather than just content.
So nothing gets true focus. Or worse, the wrong thing gets attention and six months later you’re back at square one.
What happens if you don’t fix this: pipeline stays unpredictable, board questions get harder to answer, and the first marketing hire you make goes wrong because there’s no foundation for them to land on.
02
You have a Busy Team. But Lack Pipeline
Work is being produced. Campaigns are running. The team is stretched. But when the you ask where pipeline is actually coming from, nobody has a good answer. Marketing and sales are misaligned on definitions. Reporting is inconsistent. The team isn’t driving pipeline or working towards the right goals. They are lacking direction and it’s showing. Sales is frustrated.
The problem isn’t effort. It’s direction. And direction has to come from somewhere.
What happens if you don’t fix this: budget keeps burning on activity that doesn’t compound, the team loses confidence, and founders start making marketing decisions themselves.
Here's what changes when this works.
Pipeline becomes predictable. Marketing is scalable. You’re generating opportunities with the right customers. The team knows what it’s working towards and importantly why. Reporting reflects reality, not vanity metrics that look good in a slide. Sales and marketing are working from the same definitions and on the same data. You can answer the board’s questions with confidence. The foundations of your marketing function are built and you’re ready to scale to Series B and beyond.
Marketing was running entirely through agencies that weren't delivering. The reporting was broken and I couldn't trust the data I was looking at.
Graeme audited everything, cut over £10k a month in agency and tech spend, automated the processes creating friction, and rebuilt our reporting so I had visibility into what actually mattered.
In just a couple of weeks the GTM engine is now more efficient and effective."
Anthony Parker
Chief Revenue Officer
Forecast
What makes this different from every other fractional CMO engagement?
Most fractional CMOs bring product marketing or demand gen experience and a playbook. I bring a hands-on approach and a set of principles that shape how I work with every client, regardless of their stage, sector, or situation. These are the things I believe create lasting change rather than a short-term activity boost.
01
Work done, not just a list of jobs to be done
I don’t consult from a distance. I operate inside your business, working alongside your team, making decisions rather than just recommending them.
The difference between a fractional CMO who executes and one who advises is the difference between pipeline and a presentation about pipeline.
02
Goals and metrics that align the whole business
I use OKRs — but only when they’re done properly. Vague objectives with soft key results are worse than no OKRs at all. Done right, they sit alongside a North Star metric — a single number that every team, not just marketing, is working to move. Product builds what drives it. CS focuses on what retains it. Marketing creates what accelerates it.
When the whole company is pointed at the same number, every decision becomes easier to make and every piece of work becomes easier to prioritise.
03
Marketing to the right customers
An ICP isn’t a firmographic filter. It’s not “SME Software Companies in the UK”. That tells you who to target. It doesn’t tell you their pain or why they buy, what they’re afraid of, what they’ve already tried, or how they’ll justify the purchase internally.
I build ICPs from real customer insight, pain points, language, triggers, and the value they actually see in your solution.
04
A team that does its best work
I lead through servant leadership. My job isn’t to tell people what to do, it’s to set clear goals, remove the blockers and friction that stop them achieving those goals, and direct their focus and energy towards the work that actually matters. When people have that clarity, they make better decisions, move faster, and do work they’re proud of.
The best results come from teams that understand why they’re doing what they’re doing.
If this sounds like the way you want to work, let’s talk.
A 30-minute call is enough to understand your situation, where you are, what’s not working, and whether I’m the right person to fix it. If I’m not, I’ll tell you that too.
Supporting Services
Not every situation calls for fractional leadership. Here’s where the other services fit.
GTM Advisory
Add 15 years of GTM leadership experience to your team
For founders and executives who have internal or agency support in place but need strategic direction and an understanding of what to do and importantly what not do to.
Learn More >
Individual Coaching
Shift your teams mind set from task and activity based to revenue based.
For leaders who want to develop a team member’s commercial or creative thinking. Evolve from ticking off tasks to productive work that grows the business the right way.
Learn More >