The senior marketing leader your growing service firm needs, without the $250K salary, equity, or recruiting risk. We own strategy, vendor accountability, and revenue reporting so your team executes against a plan that actually compounds.
You are spending $20K to $80K per month across agencies, freelancers, and software with no single owner of the number
Your founder or COO is making marketing decisions in 20-minute windows between client work
Vendors set their own KPIs (clicks, impressions, rankings) instead of tying back to revenue and pipeline
A full-time CMO at $220K plus equity is too expensive and the wrong shape for your growth stage
You have data scattered across HubSpot, Google Ads, GA4, and call tracking with no unified view of what is actually working
A senior operator inside your leadership team, plus the systems and reporting to keep marketing accountable to revenue.
We facilitate a quarterly off-site that aligns marketing investment with revenue targets, sales capacity, and market opportunity. Output is a one-page plan your whole team can defend.
Standing weekly leadership sync to surface blockers, approve campaigns, and review pipeline movement. Marketing stops being the agenda item that gets cut for time.
We audit, manage, and where needed replace your existing agencies, freelancers, and tools. Every external dollar gets a revenue-tied scorecard reviewed monthly.
Executive dashboard tying every channel back to pipeline, CAC, LTV, and payback period. Hand it to your board, your bank, or your private equity sponsor.
We define the right roles, hierarchy, and external partner mix for your stage. When you are ready to hire a full-time CMO, we help recruit and onboard them.
When the plan calls for it, we deploy our productized systems (Growth Engine, AI Automation, Lifecycle Engine) under one roof, eliminating handoff friction.
We audit your current marketing spend, vendors, attribution, pipeline data, and team. You receive a written diagnostic of revenue leaks, vendor performance, and the 90-day plan.
We install the planning cadence, reporting dashboard, and vendor scorecards. Existing tools (HubSpot, Salesforce, GA4, call tracking) are unified into one source of truth.
Strategy gets executed against a one-page plan with weekly operating reviews, monthly board reporting, and quarterly resets. Underperforming vendors get fixed or replaced.
Some clients use this seat to bridge to a full-time CMO and we recruit them. Others keep the Fractional CMO seat indefinitely because the economics never stop making sense.
If you are searching for a fractional CMO near you in central North Carolina, we are based at 111 W. Lewis St. in downtown Greensboro and serve firms across Greensboro, Winston-Salem, and High Point. Most engagements run on a hybrid cadence, with in-person quarterly planning at your office, virtual weekly operating reviews, and async strategic input throughout the week.
If your firm needs a senior marketing leader without the cost of a full-time hire, the Fractional CMO seat is the fastest path to a defensible growth plan. Pair it with our Growth Engine for execution or RevOps & Attribution to make every dollar measurable.
Investment & Next Steps
Fractional CMO & Growth Advisory
Senior marketing leadership for growing Triad service firms. Quarterly strategy, weekly operating cadence, vendor oversight, and board-ready reporting.
There is an awkward stage where a business has outgrown ad hoc marketing but cannot justify a hundred and eighty thousand dollar marketing leader. The symptoms are consistent: several vendors doing unconnected work, no agreed plan, the owner making channel decisions between client meetings, and a quiet suspicion that money is being spent without direction.
Fractional leadership fits that stage precisely. Someone accountable for the whole picture, present enough to make decisions and manage execution, but at a fraction of the cost and without the hiring risk of a full time appointment that may prove wrong.
It also fits firms preparing for a specific event: a funding round, an acquisition, a new market or a service line launch. These require planning capability that founders rarely have spare capacity for while also running the business.
The value shows up as decisions made and things stopped, not as volume of activity.
Full review of spend, channels, vendors, data, positioning and pipeline, plus interviews with sales and delivery. This usually surfaces two or three things that should stop immediately.
A written plan with a small number of objectives, a budget allocation and explicit trade offs. Naming what will not be done this year is the part most plans avoid and the part that makes them useful.
Vendors held to defined outcomes, reporting rhythms established, internal team coached, and the plan adjusted as evidence arrives. Most of the value here is in consistent follow through rather than new ideas.
Building the internal capability to eventually not need the role, including hiring specification when a full time leader becomes justified.
The role should be measured on business outcomes, not on activity or attendance.
Across all marketing spend and fees. It is the headline measure of whether senior direction is improving efficiency rather than adding overhead.
Qualified pipeline relative to the revenue goal. It reveals problems months earlier than closed revenue does.
Budget moved from underperforming to performing activity. In the first two quarters this is often the clearest source of return.
How long marketing questions sit unresolved. A common and unglamorous improvement, and one the team feels immediately.
Leadership decisions are only as good as the data behind them.
A structured audit is often the fastest way to establish the baseline the role works from.
Direction paired with a delivery team is what turns a plan into results.
Typically the equivalent of one to two days a week, scoped to the objectives rather than tracked by the hour.
Yes, that is often the largest early source of value. Vendors perform differently when someone competent reviews their work monthly.
Two quarters minimum, most commonly a year. Shorter engagements end during implementation, which wastes the assessment work.
Yes, including the specification, interviewing and handover when the business reaches that scale.
A consultant recommends and leaves. This role owns the outcome and manages the execution that follows.