I went into marketing in 2013, working both with agencies and in-house at large companies. 

I got bored with the monotony of corporate life and decided to launch my own creative shop. After years of selling job after job and doing creative work, I was exhausted, lonely, and burning out. Not fun. 

I discovered the fractional leadership model in 2019 and quickly went from zero clients to five. My international leadership experience blended with my marketing capabilities made me a perfect fit for this role.

Since 2019, I have worked with both B2B and B2C companies as a fCMO. While each of these businesses has been in different industries, solving the same general problem has produced lasting results: Their marketing funnel was broken and the team was misaligned around the most important work.

A B2B client saw an increase in qualified leads by 1000%.

A B2C client transformed their business model and systems and saw a 2.8X increase in annual revenue in 3 years. 

A B2B client needed a brand refresh and started getting inbound leads for the first time in company history through their website. 

I offer clients two options: A month-to-month agreement and a 6-month contract with a 10% discount. 

The monthly cost is determined by a few factors: the number of team members who report to me, the size of the marketing budget under my care, and the number of meetings I will be required to attend. 

If you don't need ongoing strategic oversight for your business or team, you should not hire me as an fCMO.

The CMO role is a high-level strategic role that makes business decisions with financial and HR (aka people) implications. It is a hands-on role that needs multiple months of engagement to see the results I've created for other clients.

If you need creative services, please visit the creative services page on the site.

If you want input on your current strategies and/or team without a long-term agreement, please visit the marketing consulting page. 

I’ve worked on both sides of the agency world—leading marketing efforts as both the client and within agencies. And while there are a lot of great people working in agencies, the traditional agency model just isn’t built to serve every kind of business.

Here’s what I mean: let’s say an agency has a web developer on staff. Even if you don’t need web work, their pricing still factors in that developer’s salary. In most cases, you’re paying for the agency’s overhead—not just the services you actually use. So the pricing reflects their internal structure, not your real needs or budget.

Not all agencies are like this. But I’ve seen some take advantage of their clients’ lack of technical knowledge. They throw around technical words and metrics that sound impressive but don’t actually mean much.

A few years ago, I stepped in as a fractional CMO for a company and started managing their vendors. I quickly realized the agency running their digital ads was doing the bare minimum. They had been talking over the head of a less technical team member, reporting on things that my team member didn't even understand or have the experience to know how to challenge.

When I dug in, I found they hadn’t even added proper tracking to the site—despite thousands in ad spend. I asked honest questions, and when I realized that they had not been doing their best for years, I let them go. That decision saved the company $3,000 a month in agency fees and another $2,000 in ad spend—while still getting the same results. I then brought in a pro to get tracking set up right.

So, yes you could just hire an agency, but if you get sold on an agency and don't have proficiency in what they are doing, you could be wasting thousands of dollars.