Case studies

Every engagement has the same spine: find what’s stalling growth, remove it, accelerate toward your next milestone. Here is what that looked like for previous clients.

Featured results

140×

Top-line revenue growth for a post-IPO services company entering a new market

Net new accounts in year one of a new product launch for a SaaS client

3×

KPIs exceeded within 12 months of launching into new segments at a global enterprise

Selected engagements

Building the commercial tech infrastructure and demand gen engine for a fast-scaling AI company

One operating model across sales and marketing, and pipeline visibility for the first time

Industry: AI
Company stage: Venture-backed
Milestone: Post-Series A to scale

Problem

A VC-backed AI company was winning deals faster than its commercial engine could support them. It had no foundational demand generation strategy, revenue operations infrastructure, and weak sales and marketing alignment. Growth depended on a system that could scale.

Approach

I worked with the CEO, VP of Sales, VP of Revenue Operations and marketing team to audit the existing stack and identify ways to unblock growth. First, I overhauled sales and marketing alignment by strengthening revenue operations, standing up marketing automation with a cleaner integration between Salesforce and Marketo. Then, I built a cross-channel demand generation and account-based marketing strategy from the ground up, spanning PR, thought leadership, email and social media.

Impact

Sales and marketing moved to a single operating model with defined handoffs and a coordinated account-based marketing strategy. Connected systems gave leadership pipeline visibility for the first time. Demand gen overhaul turned nurture programs from a guess into a measurable process, and strengthened pipeline growth.

Brand positioning and go-to-market strategy for D2C brand spinout

Over 1 million accounts in year one, and a 2025 Time Invention of the Year

Industry: B2B SaaS
Company stage: Venture- and private equity-backed
Milestone: New product, business model and customer segment launch

Problem

An established B2B company built a new D2C digital product to expand into a new and differentiated audience. While they had a strong legacy brand, they lacked deep insight into the new customer segment. To compete in a crowded space and scale effectively, they needed help uncovering what matters to this audience and how to stand out. Their goal was to build a brand that resonated with a new type of customer, while coordinating with their existing parent brand.

Approach

I led a three-phase engagement to shape a differentiated brand narrative and go-to-market strategy. First, I conducted customer and competitive research to uncover key user needs and how best to message and position the product. Next, I assessed the parent company’s brand to ensure strategic alignment while creating space for a distinct identity. Finally, I collaborated with cross-functional teams—product, marketing, sales and design—to craft the product’s name, value proposition, voice and tone. The result was a brand that felt fresh and relevant to the new audience, while staying rooted in the company’s broader mission. Once aligned, I then embedded with the product and commercial teams to bring the product to life.

Impact

The work culminated in the successful launch of a high-performing D2C website, developed in partnership with product and design teams. I directed and oversaw the development of page structure, messaging, and brand identity to drive conversions. I also trained marketing and sales teams on how to speak to the product’s core benefits. These efforts resulted in a clear and compelling brand story, and over 1 million accounts created within the first year of launch. The product was named a 2025 Time Invention of the Year.

Maintaining market leadership through a messaging and positioning overhaul

A differentiated platform narrative, delivered in six weeks

Industry: B2B SaaS
Company stage: Venture- and PE-backed
Milestone: Maintain leadership position amid rapid disruption

Problem

A category leader was facing rapid disruption and a wave of copycat competitors. Its product had advanced considerably around AI, but its messaging hadn’t kept pace. The company needed a seasoned, outside perspective to come in and unify the company’s messaging and positioning to support customer acquisition and growth.

Approach

I led an end-to-end messaging and positioning overhaul on a six-week clock, working directly with the CEO, President, CMO, CPO, CRO and head of product marketing. I built the platform value narrative from deep competitive intelligence, customer needs, market dynamics and product roadmap, then translated it into the assets that carried it: website copy, sales collateral and product storytelling across sales and marketing channels.

Impact

A differentiated platform narrative delivered in six weeks, consistent across every sales and marketing touchpoint. The executive and commercial teams came out aligned on a single shared story for how the company talks about itself, the prerequisite for pipeline growth and deal velocity in a crowded category.

Turning a CEO’s book into an upmarket growth engine

More than 10,000 copies sold and Amazon bestseller status

Industry: B2B SaaS
Company stage: Venture- and PE-backed
Milestone: Moving upmarket into enterprise

Problem

The company was moving upmarket from SMB and mid-market into enterprise, and its CEO had written a book to anchor that positioning. The in-house team had neither the expertise nor the bandwidth to launch it well, or to connect it to the broader go-to-market strategy.

Approach

I built the GTM and growth strategy for the enterprise push, with the book as the thought-leadership anchor. I designed and oversaw an integrated campaign across email, paid media, PR, influencer partnerships, organic social and sponsorships, with every channel connected to the same upmarket narrative.

Impact

Sold more than 10,000 copies within weeks of launch, and secured Amazon bestseller status. Commercial teams gained a portfolio of paid, owned and earned media assets, and a go-to-market operating model they could leverage for the enterprise segment.

Laying a strong go-to-market foundation for a category-creator

Series A closed within eight months of a standing start

Industry: FinTech
Company stage: Venture-backed
Milestone: Seed to Series A

Problem

A fast-growing B2B financing platform in a crowded fintech category had little marketing or go-to-market expertise on its founding team. It needed brand awareness and a demand engine to reach its next major milestone: raising a Series A.

Approach

I stepped in as the first marketing leader alongside the CEO and founding team, owning brand, demand generation, product and content marketing, org design, and all paid, owned and earned media. I set the budget, channel strategy and team structure, then launched the foundational growth programs: podcasts, digital and event sponsorships, LinkedIn advertising, and a content engine that earned bylines in leading business and technology publications.

Impact

In eight months, lead generation and brand-building scaled from a standing start, and the company closed its Series A. I left the team with clarity on how to invest in building the commercial team, and a go-to-market operating model to support growth.

Opening the US market for a newly public category leader

140× top-line revenue growth and 35× KPI growth across four pilot cities

Industry: B2B2C SaaS
Company stage: Public company
Milestone: New market launch

Problem

A category leader in its home market needed the US to keep growing enterprise value, and had no brand recognition there in a cutthroat category. Growth depended on finding the right balance between digital reach and local, in-market trust, on a tight timeline and budget.

Approach

I served as the interim US CMO and worked with the global leadership team to shape the go-to-market strategy and plan for identifying and launching the company’s initial US markets. Once identified, I oversaw a cohesive online-to-offline strategy and multi-million dollar marketing budget to fuel growth: digital channels to target and educate (SEO/SEM, email, paid and organic social, retargeting), local activations to build trust and drive foot traffic (out-of-home, PR, events, influencers, experiential). Tailored the mix to each market and set up a structured test-and-scale operating model for growth experiments, with strict ROI tracking.

Impact

140× top-line revenue growth and 35× KPI growth, with a demand engine balancing online and offline marketing across four pilot cities. Developed a foundational go-to-market strategy and operating model for scaling US market growth.

Reaching next-generation clients for a global professional services firm

$60–100M in net new business opportunities unlocked

Industry: Professional services
Company stage: Global enterprise
Milestone: Brand visibility and pipeline growth in new segment

Problem

A mature, multi-billion-dollar professional services firm needed to build its brand among high-growth companies seeking venture capital or an IPO, a next-generation client base in a market facing rapid disruption. Future pipeline depended on being seen, and chosen, by CEOs and CFOs the firm had never marketed to directly.

Approach

I led the go-to-market transformation for the practice: repositioned the offering around tangible benefits to high-growth companies, overhauled its web presence, and ran a full-funnel paid program across sponsorships, programmatic, LinkedIn and paid search. I built a gated-content lead engine with retargeting and quarterly nurture, and drove a thought-leadership program that earned coverage in The Economist, Fortune, Bloomberg and the Wall Street Journal.

Impact

Lowered customer acquisition costs, exceeded channel performance benchmarks by 2–3×, and unlocked $60–100M in net new business opportunities. Built a best-practice GTM operating model and award-winning ad formats the team could carry forward.

Unified brand narrative, LinkedIn playbook and operating model for a 100-brand industrial company

Followers and reach doubled, engagement metrics 3× above target

Industry: Industrials and manufacturing
Company stage: Large private company
Milestone: Enterprise-wide rebrand

Problem

A privately held, multi-billion-dollar industrial holding company with more than 100 operating brands wanted to tell a unified employer brand story to attract and retain talent. Its LinkedIn presence was nascent, the team had little social media experience, and the sub-brands had no shared playbook.

Approach

I led a three-phase engagement with the marketing leadership team: an assessment of current presence, content performance, brand story and target audiences; a content strategy with goals, KPIs, content pillars, voice and a 12-month editorial calendar tied to business milestones; then launch and management, with templates, monthly reporting and community-management protocols the team could run on its own.

Impact

Followers doubled, reach doubled and key engagement metrics exceeded targets by 3×, all in under a year. The company was left with a repeatable playbook its parent company and sub-brands could adopt.

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