I've spent 25 years building and leading marketing functions at B2B SaaS companies from zero-to-one at Series A through growth stage. Now I bring that experience directly to the companies that need it most: founders who have real PMF and need a senior GTM leader without the full-time overhead.
I started my career in design at Carnegie Mellon before moving into marketing, which turns out to be a useful combination. I think about positioning visually, about customer experience structurally, and about GTM motion the way a designer thinks about systems: everything connects, sequencing matters, and the details either compound or collide.
My first real SaaS marketing role was building a function from nothing. No playbook, no team, a product that worked and a pipeline that didn't. I made every mistake worth making, learned what actually moves pipeline, and have spent the last two decades refining that understanding across developer tools, infrastructure, hardware SaaS, life sciences, and enterprise software.
At DigitalOcean, I built the marketing team from 24 to 47, scaled paid acquisition from $2M to $12M annually, launched 16 products, and grew the community hub to 6M monthly visits. ARR grew from $141M to $255M during my tenure. At BioRender, I was the first marketing leader, building the full GTM motion from one person to a team of ten and driving 78% of enterprise pipeline. At Sift, I built the BDR function from zero and had it generating 50% of total pipeline within a year.
The pattern across all of them: a smart, capable company with product-market fit and a GTM motion that wasn't working at the pace the business needed. My job was to diagnose what was broken, build the right things in the right order, and move pipeline. That's still my job.
I work with a small number of companies at any given time. That's intentional. The model only works if I'm genuinely embedded, which means actually showing up, not checking in monthly on a call. If you're at Series A or B with real PMF and a GTM you're not sure how to scale, let's talk.
Before any engagement starts, we agree on the specific metrics I will move: pipeline, SQLs, ARR influenced. I build the roadmap around those outcomes and report against them. If they're not moving, I change the strategy not the reporting.
The wrong first hire or the wrong first initiative can set a GTM motion back 12 months. Most early-stage marketing failures aren't resource failures they're sequencing failures. Getting the order right is the job.
Most founders have already made one good marketing hire who isn't operating at their ceiling because there's no senior direction above them. I provide that layer. You get two people performing not one full-time CMO replacing everyone else.
The goal of an embedded CMO engagement isn't to be embedded forever. It's to build a GTM motion that works and document it well enough that the full-time CMO you eventually hire walks into a machine that's ready to scale.
No pitch deck. Just a conversation about where you are and whether this makes sense.
