Embedded growth advisory
Make the next GTM move obvious.
I work with early-stage technology companies on positioning, launches, growth direction, and building the team of agents and people who run them.
Talk through the GTM problemWhen to bring me in
Momentum is building. GTM still runs through the founder.
Early customers, a launch date, or a working channel create more choices, not fewer. The team still has to decide who the product is for, how to explain it, which work comes first, and who should own it.
- 01
You are leaving stealth, entering a new market, or preparing a launch that will set the company’s first public story.
- 02
The product can do a lot, but the team has not found the wedge or message that makes it easy to buy.
- 03
Several growth ideas show promise, yet nobody owns the sequence across channels, lifecycle, measurement, and hiring.
- 04
You are considering a senior GTM hire before the mandate and team shape are clear.
The work
Choose the focus. Build a plan the team can run.
I work directly with founders and the people already doing the work. The scope follows the problem.
- 01
Positioning and launch
The workDefine the ICP, buying trigger, category frame, promise, and proof. Then set the launch story, workback, briefs, owners, and measures before the date arrives.
You leave withA clear story, the core launch plan and briefs, named owners, and a team that knows what happens before and after launch.
- 02
Brand strategy
The workTurn the position into a durable brand system: company narrative, messaging architecture, voice, creative principles, and the briefs that guide how the brand shows up.
You leave withA clear brand strategy, narrative and messaging system, creative principles, and briefs the team and partners can use.
- 03
Growth direction
The workChoose the few growth bets worth funding, design the first tests, and connect paid, organic, lifecycle, partnerships, or search where they fit.
You leave withA smaller set of funded bets, the first tests and measures, clear owners, and a plan for what the team should build if the signal holds.
- 04
Team design
The workDesign the growth and marketing operating system: the roles, the agents, the weekly cadence, and who owns each decision. Then sequence the hires and help source and vet the people.
You leave withA team of agents and people with a clear mandate, the next roles in order, and a cadence the company runs every week.
Who you work with
Work directly with me.
I bring 15 years of growth and marketing leadership across consumer, marketplace, fintech, and AI companies, from founding growth teams to a marketing org built through an IPO. I lead the working sessions, create the strategy, plans, and briefs we agree on, review what the team produces, and set up the handoff.
Have a GTM decision that needs senior judgment?
Talk through the GTM problemPoint of view
AI compresses execution. What remains is strategy, taste, and judgment.
That changes the shape of the team, not the decisions.
Agents now do
- Research synthesis
- Analysis and reporting
- Campaign production
- Content and creative iteration
Still takes judgment
- Who the product is for
- What the story is
- Which bets deserve the budget
- What each person must be unusually good at
I operate the system before I staff it.
As the founding marketer at Lindy, I built and ran the agent workflows myself before hiring anyone. Running them showed me what agents could own and where judgment still had to sit. That is how I decide the shape of every team I help design.
Recommendations
What people I have worked with say.
I would strongly recommend Everett to any company looking for a leader who can build the foundations of a world class org. He exemplifies growth mindset, collaborative leadership and deep obsession for building and scaling teams that drive massive business impact.
Everett brings an impactful blend of topline leadership and get-his-hands-dirty execution. He massively scaled growth marketing to the point where a meaningful percentage of overall transaction volume was attributed to or touched by marketing.
His analytical and collaborative approach helped us partner with product, data, creative and brand. When it comes to driving growth across acquisition and retention channels, I’d work with him in a heartbeat.
Get in touch
Tell me what the company is trying to do next.
Share what the company is trying to do and where the work is stuck. If it fits, I will recommend a scope. If it does not, I will tell you what would help instead.