You've been your company's CMO long enough.
Every technical founder runs marketing before they hire for it, usually badly, because no one trained them for it. I take the function off your plate. An engineer who became a marketer, so I get your tech and your market both.
Let's talk
What changes when I step in
A marketer you can actually evaluate
You can tell a real engineer from a talker in one conversation. Most marketing hires you can't, which is how good founders end up burned. I came up through engineering, so I show my work the way your team does and you can judge it.
I learn the product before I sell it
I read the docs, sit with your engineers, and get into the actual product: the architecture, the roadmap, the parts that were genuinely hard to build. Then I turn it into something the market gets, wants, and remembers, so nothing's lost between your roadmap and your messaging.
I run the function, not a slide deck
This isn't advice you go execute yourself. I own the work week to week, brief the vendors, ship the campaigns, and report the numbers, so marketing keeps moving while you stay on the product.
What I own
The full marketing function, run end to end.
Open any area to see what that means in practice.
The story underneath everything else. I find the one frame that makes your product obvious to the people who should buy it, then make every page, pitch, and post say the same thing.
The pipeline engine. I pick the two or three channels that fit how your buyers actually find tools, and run them until they produce meetings, not just traffic.
The bridge between what you built and why anyone should care. Launches, messaging, sales enablement, and the competitive story your reps need to win the deal.
Your hardest-working salesperson. I rewrite the pages that convert and build the content that earns trust long before the first call.
Mostly LinkedIn, where your buyers and their investors actually spend time. Founder-led presence and company posts that sound like a person, not a brand account.
The credibility layer. Press, analyst attention, and conference activations that put you in the room with the people who move your market.
The right marketing for where you are
What matters at pre-seed isn't what matters at A. Half the job is knowing what to ignore until later.
Pre-seed
The story still changes every week and there's no funnel to speak of. The job is a sharp narrative and the first proof that someone outside the building cares.
- →Positioning and messaging you can say out loud without flinching
- →A website that explains the thing in one scroll
- →Founder-led presence, so the market meets a person and not a logo
- →First design partners and early users, not a demand engine
Seed
Now it has to repeat. The job is finding the channel or two that reliably produce conversations, and building the assets that turn them into pipeline.
- →One or two channels, run until they produce meetings
- →Sales enablement: the deck, the one-pager, the competitive story
- →Content that earns trust before the first call
- →The first marketing numbers worth putting in front of a board
Round A
You're scaling a function, not running experiments. The job is a real GTM engine and the structure to eventually hand it off.
- →A GTM plan tied to revenue, not activity
- →Demand gen that scales past founder-led
- →Your first marketing hire profile, and how to tell if they're any good
- →Reporting and process so it runs without you in every room
From first call to running the function
- 01
Onboard
Get deep on your product, market, and team. Audit what's working and what's leaking.
- 02
Quick wins
Ship a few sharp fixes early so momentum and trust build from week one.
- 03
GTM strategy
Set positioning, channels, and priorities into a plan tied to revenue goals.
- 04
Operate
Run the marketing function week to week: execution, reporting, and iteration.
