Often when growth has stalled, execution across channels feels inconsistent, or no one senior is looking at the whole picture and deciding what to prioritise. A fractional CMO fills that gap, bringing direction and accountability to your marketing without the cost of hiring a full-time executive.

An experienced marketing leader who works with your business part-time or on retainer, setting strategy and owning the results the way an in-house CMO would, without the salary, recruitment cost or ramp-up time of a permanent hire.

I've been lucky to spend my career building genuine breadth across the marketing function rather than specialising in one lane of it. That includes: Brand strategy and positioning, digital marketing and demand generation, lifecycle marketing and retention, paid and organic social media, SEO, AEO and GEO, so you show up in search engines and AI answers alike, content, lead generation and pipeline growth.

I employ technical team members when and where I need them to run the 'tools', while I remain the orchestrator and guide them in the right direction.

I step into your business as a senior member of the team rather than an outside adviser. That means setting the marketing strategy, planning the go-to-market approach, directing the channels and campaigns, and reporting back on what's working and what needs to change. The time commitment might be one day a week or three depending on where you're at, but the responsibility doesn't change: I set the direction and I'm accountable for what it delivers.

An agency usually delivers a defined set of outputs, campaigns, creative or channel management, based on a brief you give them. As your fractional CMO, I set that brief in the first place. I make the strategic calls, decide where budget goes, and take responsibility for the commercial outcome, including managing any agencies you already have so their work supports the same goal.

A growth audit is a focused review of your marketing funnel, channels, messaging and data, used to identify what's holding growth back and what to prioritise next. It's usually the first step before a longer engagement or movement into a strategy, because it gives us both a clear, evidenced plan to work from rather than a guess at where to start.

I track full-funnel metrics that tie back to the commercial goals we agree on at the outset, not vanity numbers. That typically includes: Revenue and pipeline growth Customer acquisition cost and channel efficiency Brand reach and engagement Retention and customer lifetime value

Some changes show up quickly. Sharper targeting or clearer messaging can move the numbers within weeks. Bigger shifts, like brand growth or a fully built demand engine, tend to compound over three to six months as we scale what's working and adjust what isn't.

Yes. B2B SaaS marketing is where I focus a lot of my work and want to keep building experience, alongside B2C and hybrid brands where the buyer journey blends both. I tailor the strategy to your product, market and buyer rather than running the same playbook for every client.

Technology and SaaS is where I make the biggest impact, but I also work with consumer brands that are scaling digitally or moving into new markets. If your product solves a real problem for the people buying it, we'll likely work well together.

Yes, I'm a big user, where it earns its place. That might mean automating parts of your CRM and lifecycle marketing, streamlining reporting, or building AI into content and campaign workflows, so it's built into how your marketing runs rather than added on afterwards.

I'm based in New Zealand, both in Auckland and Queenstown and I’m available to work with businesses here and in Australia. Most of the relationship runs remotely, so location hasn't been a barrier to how closely we work together. However, I will always endeavour to make a face-to-face meeting happen at some stage.