The 12-Week Fractional CMO Engagement is built for one purpose: get your B2B SaaS company from post-raise chaos to an operating marketing foundation — with the ICP defined, the pipeline process built, the technology configured, and the team in place to execute.
Every failed marketing engagement starts the same way: someone skips the discovery and jumps straight to execution. The first four weeks are non-negotiable. You can't build the right foundation without understanding the real goals, the real constraints, and the real people who have to execute the plan.
4–5 in-depth conversations with the CEO or revenue lead. Business goals, growth targets, historical context, team dynamics, investor expectations. The goal is to understand what success actually looks like — not just what's in the deck.
1–3 conversations with every stakeholder who will touch the execution: marketing, sales, customer success, finance. Understanding strengths, bandwidth, perspectives, and where the current gaps are.
A full review of the current CRM, analytics setup, website, content, and attribution. Not to judge — to understand what's usable, what's broken, and what's missing entirely.
A written Discovery Summary presented to the full team: Business Goals, Marketing Goals, and the specific Engagement Goals for Weeks 5–11. Everyone aligns before execution begins. This document becomes the contract for the rest of the engagement.
"The Discovery Process was valuable, because Michael uncovered exactly where we were as a business. He left no stone unturned."
— Dan Erikson, CEO, OpsReadySeven weeks of focused execution against the Engagement Goals agreed in Week 4. Typically 4 – 6 goals, drawn from the four areas that consistently drive pipeline: ICP clarity, lead qualification, technology, and team. Every goal traces directly back to your ARR targets — no marketing theater.
Who your best clients are, how they buy, and what moves them through the funnel. The foundation everything else is built on.
MQL/SQL definitions, SLAs between Marketing and Sales, and stage-by-stage entry/exit criteria tied to the buyer journey.
HubSpot or Salesforce configured for your process — dashboards, automations, and reporting that your team will actually use.
The KPIs that matter for your stage, visible to every stakeholder, so decisions are made on data not instinct.
Identifying gaps, defining the right roles, and sourcing CMO or VP Marketing candidates where needed — including vetting and interviewing.
A bottom-up, data-grounded revenue plan your board will trust and your team can execute against.
"Michael worked with each of the leads to think in a more ARR-centric way and leverage best practices from leading B2B SaaS organizations — he inspired them to feel empowered as true drivers of revenue."
— Greg Chudiak, President & CEO, Pandell (Acquired by ESG Global)The engagement ends with two things: a 12-month forward plan, and a complete handoff to the team now in place. The goal is a foundation your team can execute on independently — not ongoing dependency. Roughly one-third of engagements transition to a light Advisory arrangement, but that is always the founder's choice.
A concrete plan — not a strategy deck — that maps activities to revenue targets, assigns owners, and identifies where investment is needed. Built for the team to run, not for a shelf.
All strategy and execution is transitioned to the purpose-built team — which has been upskilled, augmented, or rebuilt during the engagement as needed. No knowledge is siloed.
If it makes sense, the engagement transitions to a few hours per month of advisory support. Light-touch, not a retainer — designed to ensure the plan holds and the team has a sounding board.
"He's left us in a great place, with a framework for the future growth of the company."
— Brian McClennon, President & CEO, LINKYour ICP and Buyer Journey isn't a marketing exercise — it's the operating map for your entire revenue team. Without it, every dollar spent on people, process, and technology is less efficient. With it, everything downstream gets easier.
The right team members taking the right actions on the right leads at the right time. This requires SLAs between Marketing and Sales, buyer-led stage definitions, and clear ownership at every point in the funnel.
The CRM, marketing automation, and analytics stack your team will actually use — set up to generate the dashboards and insights that drive real decisions. HubSpot and Salesforce expertise across 20 engagements.
The right people in the right roles, with the data and direction to scale revenue. This includes upskilling current team members, identifying gaps, and sourcing and hiring CMO or VP Marketing candidates where needed.
No pitch. A straightforward 30-minute conversation about where you are and whether this is the right fit.
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