How I work

Senior GTM help built around your next move.

Bring me in to sharpen the position and launch, set the brand strategy, sequence the growth plan, or define the team that will own the work.

Talk through the GTM problem

Ways to work

One model. Four ways to use it.

Each engagement is scoped to a company problem and a defined window. I create the strategy, plans, and briefs named in the scope, then stay close as your team puts the work into market.

01
Positioning and launch
The company is leaving stealth, renaming, entering a market, or trying to explain a broad product in a way customers can buy.
Explore positioning and launch
The work can include
Customer and market review
ICP and buying triggers
Positioning and messaging
Category frame and proof
Launch narrative and asset briefs
You leave with
A clear story
The core launch plan and briefs
Named owners
A team that knows what happens before and after launch
02
Brand strategy
The product and market are taking shape, but the company still lacks a narrative, message hierarchy, and creative direction the team can use consistently.
Explore brand strategy
The work can include
Company narrative
Messaging architecture
Voice and creative principles
Site and launch briefs
Guidance for internal and outside teams
You leave with
A narrative and messaging system
Clear creative principles
Briefs the internal team and outside partners can use
03
Growth direction
The company has traction or working channels, but several possible growth bets are competing for the same people and budget.
Explore growth strategy
The work can include
Customer and funnel review
Growth priorities
Experiment roadmap
Channel and lifecycle strategy
Distribution and partnerships
You leave with
A smaller set of funded bets
The first tests and measures
Clear owners
A plan for what the team should build if the signal holds
04
Team design
The founder needs senior GTM direction now, but the operating system of roles, agents, and cadence that will run the work is not yet designed.
Explore team design
The work can include
Operating system design: roles, agents, cadence, ownership
Role sequencing and job briefs
Sourcing and candidate vetting
Agent workflows and specialist or agency selection
Onboarding plan and weekly operating rhythm
You leave with
A team of agents and people with a clear mandate
The next roles in order
A cadence the company runs every week

The working model

Work with the team, not around it.

I get close to the product, customers, and people doing the work. Then we make the call, build what the team needs, and put it into motion together.

Read the companyI review the product, customers, funnel, market, team, and current work.
Set the directionThe founder and team settle the audience, story, launch choice, growth priorities, or team question the work depends on.
Build and testI create the strategy, plans, and briefs named in the scope, work with internal owners, review production, and design the measures or tests in scope.
Hand offThe team leaves with owners, next steps, measures, and the briefs or role design required to keep the work moving.

What a scope covers

Clear scope. Clear owners. Honest terms.

Fixed scope: The proposal names the business problem, outputs, timing, working sessions, fee, company inputs, and exclusions before work begins.
Timing: The duration follows the company problem, launch timing, and amount of work. We agree on a defined window before starting and discuss any extension separately.
Cadence: Expect a regular working session with the founder and relevant team, plus async review and access.
Fee: A fixed fee tied to the scope. Third-party and production costs stay separate unless agreed up front.

Who owns what

I set the direction and build the core work. Your team puts it into market.

I can own

Company and market diagnosis
ICP, positioning, messaging, and launch or growth strategy
Core plans, briefs, and measurement requirements named in the scope
Working sessions, review, and quality control
Team design, sourcing, and candidate vetting when included

The company owns

Final business decisions
Customer, product, data, and team access
Design, engineering, production, distribution, outreach, and daily channel operation
CRM, analytics, and reporting implementation
Staffing, budget, legal, and factual approval

Questions

Before you write in.

How does the work start?

Send the company context and the problem you are trying to solve. If there is a fit, I will schedule a working call, ask for the source material I need, and send a written scope. Nothing starts until we both agree.

Do you offer a standalone GTM diagnostic?

Diagnosis is part of every engagement. I start with the customers, product, funnel, market, current work, and team before recommending what to build.

What does it cost?

Each engagement has a fixed scope and fee. The proposal shows the full fee, expected access, timing, and any third-party costs before work begins.

How long does an engagement last?

The duration follows the company problem, launch timing, and amount of work. We agree on a defined window before starting and discuss any extension separately.

Will you manage the marketing team?

I can shape the team, help sequence roles, source and vet people, and work with internal owners. Ongoing executive management requires a separate agreement.

Do you execute the work?

I create the strategy, plans, and briefs named in the scope, lead the working sessions, and review production. Your team and specialists own day-to-day implementation unless the scope says otherwise.

Is this only for AI companies?

No. The common requirement is an early-stage company with real product or customer signal and a GTM problem that needs senior judgment.

What happens at the end?

The scope closes with owners, next steps, measures, and a handoff to the team that will keep running the work.

Next step

Tell me what the team needs to solve.

Share what the company is trying to do, where the work is stuck, and any timing that matters.