I help boards connect brand, proposition, media, performance marketing, CRM and sales into a single growth system — one where it is clear what actually creates revenue and margin, what creates activity without impact, and where the next pound or euro of budget should go.
20+ years on the business side · 10+ European markets · teams of up to 60 people
A company can run campaigns, produce content, work with a good agency and report results regularly — and still grow too slowly.
The problem is rarely the lack of another campaign. It usually sits deeper:
the marketing budget grows faster than sales
customer acquisition cost keeps rising
the brand builds reach but does too little for preference and pricing power
performance marketing drives traffic but does not create lasting demand
marketing and sales work to different definitions of success
reports show clicks and leads, but not margin
new agencies and tools do not solve the problem
new products or services fail to reach the expected scale
These are usually not eight separate problems. They are symptoms of one system that was never built around a shared business goal.
Before I recommend any change to strategy, agency, budget or communication, I look at five things:
Which customer segments, products, channels and markets generate the most revenue, margin and further growth potential?
Is the value proposition still relevant? Does the brand have a clear role? Does the communication answer a real need, or does it simply repeat the language of the whole category?
Which channels create incremental sales, and which merely capture customers who had already decided to buy? What roles do brand, performance marketing, CRM, partners and owned channels play?
Is the issue insufficient demand, poor targeting, a weak offer, price, the buying process, lead quality or a lack of cooperation between marketing and sales?
Do the team, agencies and partners work to shared KPIs? Are decisions based on data? Is it clear who decides and who is responsible for delivery?
Only then can you decide what to scale, what to fix and what simply to switch off.
The scope always follows the company's situation. I don't sell a ready-made package of activities without a diagnosis first.
AI will not fix an unclear strategy, a weak offer or badly set-up processes. It can, however, significantly accelerate a system that has been designed properly.
That is why I use AI where it can deliver a concrete effect:
Every use case should have an owner, a success measure and rules for using data safely.
The goal is not more tools. The goal is a better result.
Depending on the scope, you receive:
a diagnosis of the most important barriers to growth
a map of segments, channels and opportunities
recommended strategic choices
clear budget allocation rules
shared KPIs for marketing and sales
an assessment of the team, processes and partners
a list of quick wins
a 90-day roadmap and a plan for further development
support with implementation and impact measurement
I don't stop at the presentation. I can help the team turn decisions into action, select partners, lead the key initiatives or temporarily take responsibility for the entire area.
Recommended starting point
02
03
Selected example
year-on-year online sales growth
I most often work with owners, CEOs, boards, investment funds and commercial teams in retail, consumer, services and e-commerce businesses.
This engagement makes sense if:
I am not an agency handling day-to-day posting or campaigns billed by the number of assets produced. I can, however, choose the right partners, set up their work and hold them to business objectives.
An agency usually delivers defined activities or campaigns. I start with business decisions: where the company should grow, with which customers, with what offer and on what economics. Then I set the role of marketing, the team and partners so that together they deliver that goal.
No. First I check whether the problem really lies with them. Often what they need most is clearer priorities, a better brief, shared KPIs and a faster decision process.
Yes. The scope can include strategic advisory, leading a specific transformation programme or temporarily taking responsibility in a fractional or interim model.
I start with the data the company already has: sales results, margin, marketing spend, CRM, media data, and information about the offer and customers. Imperfect data does not block the diagnosis — it is an important finding in itself.
The key decisions and quick wins usually emerge during the diagnosis itself. How fast sales and margin respond depends on the problem, the buying cycle and the scale of change required. Every project gets specific KPIs and deadlines.
Tell me what is not working as it should today. We will check whether the problem lies in strategy, the offer, marketing, sales — or somewhere in between.
