Three ways to work together — ongoing fractional leadership, periodic advisory, or a defined-scope project. All of them structured with clear deliverables, timelines and success metrics agreed up front.
Happy to chat, if you have any other engagement model in mind.
Ongoing strategic ownership of the marketing function. I sit in your leadership meetings, own the marketing number, build and coach the team, and run the operating cadence — a set number of days per week, inside the team rather than beside it.
Periodic strategic guidance for teams that already have leadership in place but want a senior pair of eyes on direction, growth reviews and marketing governance. Time-bound, low-overhead, high-leverage.
A defined problem with a defined end. Useful when you know what needs doing and need someone senior to actually do it rather than write a deck about it.
Diagnosing growth constraints and designing repeatable, full-funnel growth systems rather than one-off campaigns.
India-first and cross-border GTM design for global brands entering APAC and SEA, plus partner ecosystem development.
Building the martech, CRM/LMS and data infrastructure — ICP, lead scoring, dashboards — that lets sales, marketing and customer success operate at peak efficiency.
Full-funnel paid, earned and owned strategy; account-based marketing for enterprise segments; MQL to SQL pipeline optimisation.
Repositioning, rebranding and localisation programmes that improve trust and lift trial-to-paid conversion.
Practical, hands-on AI enablement for lean teams: agentic workflows for lead qualification, content generation and customer journeys; AI-native automation; monitoring and iteration. Particularly suited to SMB and mid-market companies without in-house AI talent.
Stack audits, tool selection and implementation, CRM and marketing-automation configuration, sales–marketing alignment processes.
Board-level reporting, budget governance, team building and marketing leadership for companies not yet ready for a full-time CMO.
Borrowed from Six Sigma and adapted over eighteen years of marketing operations. It exists to stop the most common failure mode in marketing — rebuilding the wrong thing beautifully.
Excellence over activity.
The business problem, the customer need and the growth objective, agreed with leadership before any channel work begins.
Unit economics and success metrics, signed off with finance. LTV, CAC, payback period and contribution margin.
Bottlenecks, growth constraints and the opportunities genuinely available at your stage and budget.
Scalable solutions shipped alongside your team, with named owners for every workstream.
Processes, dashboards and governance so growth stays predictable after the engagement ends.
If that is where you are, I will say so on the first call and point you at what I would do instead.
Fractional marketing leadership. I join your team for an agreed number of days a week and work on two levels at once: the strategic, where we decide what is worth building and why, and the practical, where I build the systems, campaigns and processes your team ships with. You get the impact of a senior marketing leader without the recruitment, the onboarding time or the full-time cost — and we own the outcome together.
A thirty-minute call. If it looks like a fit, I run a short diagnostic — usually one to two weeks — to establish baselines, economics and the actual constraint. That produces a scoped proposal with deliverables, timelines and the metrics we will hold the work to. Fractional engagements typically run six to twelve months, because that is when systems start to pay back. Projects run one to six months.
Fractional engagements are a monthly retainer based on the days per week we agree. Projects are a fixed fee against a defined scope. Advisory is a smaller periodic retainer. I quote after the diagnostic rather than before it, because pricing an engagement before understanding the constraint tends to produce the wrong engagement.
Usually two things. First, efficiency: better attribution and channel discipline typically take cost out of acquisition before they add anything to it — a 25% CAC reduction while growing pipeline 2.4x is the kind of shape I have delivered before. Second, speed: teams stop relitigating direction every quarter, which is where most marketing time actually goes. Neither happens in month one, which is why I do not take engagements shorter than the time they need.
Yes — that is usually the point. I have spent most of my career making existing teams and agency partners perform better rather than replacing them. Where a partner genuinely is not working I will say so with evidence, but the default assumption is that the people you have can do more with better direction and better instrumentation.
Yes. My mandate at Newfold covered North America alongside APAC, and I have run GTM into the US, Canada, Australia, New Zealand, Singapore, the Philippines, Indonesia and Hong Kong. I am based between Mumbai and Singapore and work comfortably across APAC, Gulf, UK and US time zones.
One or two. Fractional only works if the work gets real attention, and the failure mode of this model is an advisor spread across six logos. If I am at capacity I will tell you and give you a date rather than take the work and under-serve it.
Tell me where growth is stuck. If I can help, I will tell you how. If I cannot, I will tell you that too — and point you somewhere more useful.